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E-government implementation and use within local government organizations is complicated by a number of institutional arrangements. Previous studies highlight that institutional arrangements influence the success and failure of e-government. While some studies claim that institutional arrangements constrain e-government implementation and use, other studies argue that institutional arrangements enable the implementation and use of e-government. Current findings show a lack of understanding of institutional arrangements in e-government implementation and use. Present studies also tend to simplify the government organization as a subject of institutional pressure. Through the lens of institutional theory, this study intends to explain how institutional arrangements emerge and influence e-government implementation and use within two local governments in Indonesia. The findings show that institutional arrangements (legitimacy, regulation, standards, and socio-economic environment) have emerged and significantly influence the implementation and use of e-government. These findings contribute to understanding of the influence of institutional arrangements in e-government implementation and use.

The implementation of e‐government systems often involves many different agencies and actors. Their different characteristics and the need to work together make the relationships between them complex. Coordination and cooperation have become important issues in harmonizing the many actors that support the implementation of e‐government systems. This study examines how coordination and cooperation shape the implementation process of local e‐government systems that may be acquired or developed internally. A case study of local egovernment systems implementation in Indonesia is presented and analyzed from the perspectives of coordination and cooperation between internal and external actors and agencies. Our findings suggest that dynamic coordination and cooperation have influenced the success of e‐government systems implementation at local government (regency) level in Bali, Indonesia. The regency practiced coordination and cooperation, both vertically and horizontally, with central government agencies, other regencies, private companies, and with internal institutions. The ability of the regency to gain from these practices offers insights into e‐government implementation for other local governments.

Purpose Most studies in electronic government (e-government) sustainability focus on the role of specific actors (stakeholders such as government employees or citizens) in sustaining an e-government project. However, such actors may not have sufficient resources to support e-government sustainability by themselves and must collaborate across different departments and stakeholders to sustain e-government projects. This paper aims to take a social systems theory perspective on sustainable local e-government, where actors cooperate and coordinate in a social system to leverage resources for e-government sustainability in local government contexts in developing countries. Design/methodology/approach This paper is an interpretive study of two local e-government case studies based on in-depth interviews with local government information technology (IT) managers, local leaders and staff. Data analysis based on constructivist grounded theory is used to understand the role of a social system in sustaining e-government systems in local governments in developing countries. Findings The original social system theory was developed for industry initiatives and adapted for public organisations in this paper. The unique characteristics of the public sector and e-government innovation are used to identify new components of the social system related to local e-government. Local e-government is sustained through a collaboration between actors in a social system to leverage resources and reduce challenges. Research limitations/implications While this is an exploratory study, the cases show that the use of a social system theory consisting of institutional, management, social and economic components requires multiple lenses for investigation. This is a challenging process because it requires different areas of knowledge to carry out the research. The challenges may influence the overall outcome of this study. In addition, the two cases may generate limited insight and experiences as this study was carried out within two local governments in Indonesia. The findings may not provide a strong basis for generalization to other contexts. Practical implications This study offers guidance to local government IT departments to improve collaboration in a social system between local actors (such as political, managers and staff) while implementing and using e-government systems. Social implications Sustainable local e-government requires all actors to coordinate and cooperate in a social system to reduce financial, political and technical challenges. Originality/value This paper offers new insight into how a local government collaborates in a social system to realize sustainable e-government systems. Collaborating in a social system reduces common challenges and leverages resources to support e-government sustainability.