1 2 % 2 $ 2 41 % 2 % 6/8 ; 22 $ 4 < % -2 4 + -6/8 1+ < % 2 44 $ 4+ 2 $ 7 $ 44 4+ 22 % ;:=>) 2 $ 45 $ 45 4 4 2 + 1 4 % $ 45 $ $ 4 4 2 2

Part 3: Policy and StakeholdersInternational audienceTo complete e-government projects successfully, various stakeholders with different interests need to be taken into account. So far, stakeholder models in the e-government context focus on individual stakeholder perspectives. They do not show or analyze interactions between stakeholders in detail. However, taking stakeholders’ interactions into account is important, since stakeholders influence each other - which can result in a change of their perspectives. Hence, our contribution illustrates how a stakeholder interaction model helps identifying different stakeholder perspectives. Therefore, we reviewed literature on existing stakeholder models. Besides, we conducted a stakeholder analysis in an e-government project in Germany and elicited stakeholders, assigned them to corresponding categories and modeled a stakeholder interaction model. Finally, we compared the findings of the literature review with the developed model. This contribution enlarges the theoretical foundations of the e-government research field. The stakeholder interaction model can be used by practitioners to identify stakeholders and their interactions

Part 3: Services, Processes and InfrastructureInternational audienceThe effective management of stakeholders’ benefits is crucial for the success of e-government projects. This success can be expressed as the match between realized project benefits and their anticipation by stakeholders according to their expectations. Unfortunately, recent studies report that there is often a mismatch between realized and expected benefits. Hence, understanding the reason for this mismatch would be of value for theory and practice. Guided by stakeholder and resource dependency theory, we aim at explaining this mismatch. Therefore, benefit aspects to be considered during realization planning are derived from literature. Based on these aspects, we interpret four types of benefits in a study of an e-government project in a German public administration: project guiding, endangered, questioned and out-of-focus benefits. We suggest that a mismatch between realized and expected benefits results from issues concerning particular benefit types and provide conjectures for effective management in practice

Part 3: Service Design and ImprovementInternational audienceThe increased importance of IT in the public sector results in a greater need to establish IT performance management mechanisms. Public administrations need to control IT related investments by using performance management in order to assess and reduce IT costs. However, public sector organizations are only slowly adopting performance management of IT. So far, the driving forces, barriers and influencing factors regarding performance management of IT in the public sector have not been analyzed. The aim of this paper is to identify, analyze and discuss these driving forces, barriers and influencing factors by conducting a literature review and to show how performance management of IT can be designed in the public sector in order to improve its acceptance

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