An exploration of critical success factors for e-Governance project initiation: A preliminary framework

Hatsu, Sylvester; Ngassam, Ernest Ketcha

doi:10.1109/istafrica.2015.7190547

Cited by 9 publications

(8 citation statements)

References 11 publications

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“…Developed countries such as Republic of Korea, United States, Singapore, and Denmark have successfully transformed their economies by E-Gov. It's different from countries which have many failed E-Gov projects which didn't develop well [9].…”

Section: Introductionmentioning

confidence: 95%

Designing Web-based GIS Application by CSF Method: A Case Study in Boven Digoel Papua

Letsoin

Santoso

2018

E3S Web Conf.

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Since Boven Digoel Regency was established in 2003, to this day its infrastructures are very limited, the region is still not developed, Human Resources (SDM) and Information and Communication Technology are still manual. The development of Geographic Information System was expected to contribute to ICT development in Papua, particularly Boven Digoel Regency, in displaying data of existing local potentials, e.g. tourism, plantation and forestry. Critical Success Factor Method was the right method in considering factors determining the success of the implementation of a strategy, in good information management and in providing data of local potentials of geographic information system for people in Boven Digoel Regency and the people of Indonesia in general to introduce Boven Digoel Regency, Papua. Framework Laravel with PHP programming language was expected to support Geographic Information System well to determine the distribution of local potentials in Boven Digoel Regency‥

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Section: Introductionmentioning

confidence: 95%

Designing Web-based GIS Application by CSF Method: A Case Study in Boven Digoel Papua

Letsoin

Santoso

2018

E3S Web Conf.

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“…In the perspective of government's organization, one portion of the efficiency of a government's enactment is the result of the e-government implementation (Gonzalez-Zapata & Heeks, 2015). Hatsu & Ngassam, (2015) argued that there are many barriers factors proposed for electronic government, they vary from lacking commitment and participation, constrain of environment lack, lack of skills and knowledge, Lack of understanding and analysis required, lack of organization and policy, lack of resources, lack of infrastructure for good governance and lack of culture of interest.…”

Section: Literature Reviewmentioning

confidence: 99%

Organizational Barriers which are Facing Electronic Government Implementation: The Electronic Government Implementation Framework

Saleh

Nakshabandi

Zeebaree

et al. 2021

EEA

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Investigating e-government specified a few organizational barriers to e-government implementation. This paper proposes a framework for examining how organizational barriers affect the application of e-government. Frame creation depends on three main organizational dimensions. First, the organizational main dimensions, which are related to the culture of the organization, include (control system, strategic direction, integration, and coordination). Second, the organizational main dimensions which are related to the structure of the organization include (adaptability, involvement, integration, agreement, reword, and incentive system). Third, the organizational main dimensions, which are related to Information Technology, include (information transfer, Communication, end-user focus, and employee learning). We initiate those organizational obstacles which are recognized in major electronic government literature linked to the organizational culture effectiveness and dimensions. The conclusion is that the framework is related to understand organizational barriers which prompt the implementation of electronic government. This research is limited to the framework that has been developed based on the lens of e-government literature in the application theory. It is now necessary to test this model in different contexts. This study tries to demonstrate that key that impedes the factors that are associated with the implementation and enhancement of the e-government system. There must be more attention to the progress made in e-government projects quickly and accurately. Thus, there is a strong commitment on the part of each government to implement e-government services.

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“…These challenges include a lack of understanding of benefits and barriers (Jayant and Azhar, 2014;Zou et al, 2014). The main problem often faced by top management is the lack of understanding of the main factors and sub-factors that influence the successful implementation of IT Governance (De Haes et al, 2017;Yudatama and Sarno, 2015;Shelly et al, 2015;Tokta et al, 2014;Badewi, 2016;Sabry, 2014;Denolf et al, 2015), making it less appropriate to make decisions or policies (Tokta et al, 2014;Hatsu and Ngassam, 2015). Therefore, how to find out the main factors and sub-factors becomes something very important and significant to be known and understood by top management (Hamid and Sulaiman, 2016;De Haes et al, 2017;Badewi, 2016;Sabry, 2014;Denolf et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

“…and Corbitt, 2015;Shelly et al, 2015;Hatsu and Ngassam, 2015) the regulation (P1) Inadequate regulation (P2)Hamid and Sulaiman (2016;De Haes et al, 2017;Zou et al, 2014;Tokta et al, 2014;Sabry, 2014;Hatsu and Ngassam, 2015;Yudatama et al, 2017d;Safdar et al, 2015) The lack of persuasive Ali et al (2015; Yudatama et al, 2017a-b; Yudatama and Sarno, 2015; Teh and Corbitt, 2015; Shelly communication (P3) et al, 2015 Zou et al, 2014; Yudatama and Sarno, 2016; Denolf et al, 2015; Bianchi and Sousa, 2016; Altemimi and Zakaria, 2015; El-mekawy et al, 2015) Top management less Zou et al (2014; Badewi, 2016; Sabry, 2014; Hatsu and Ngassam, 2015; Bobbert and Mulder, 2015) committed (P4) Lack of financial support Ali et al (2015; Henrique et al, 2014; Yudatama et al, 2017a; De Haes et al, 2017; Yudatama and Sarno, and human (P5) 2015; Sayogo and Gil-Garcia, 2015; Zou et al, 2014; Yudatama and Sarno, 2016; Denolf et al, 2015; Altemimi and Zakaria, 2015; Majid et al, 2015; El-mekawy et al, 2015) There is no perspective of Kuusk and Gao (2015; Yudatama et al, 2017a; Hamid and Sulaiman, 2016; De Haes et al, 2017) business and IT integration (P6)IT staff lack business-Kuusk and Gao (2015;Henrique et al, 2014;Al Qassimi and Rusu, 2015;Teh and Corbitt, 2015; Yudatama oriented (P7) andSarno, 2016;Badewi, 2016;Denolf et al, 2015;Pau et al, 2016) …”

mentioning

confidence: 99%

“…Result of study on benefits referenceBenefits Reference Aligning businessAli et al (2015;Henrique et al, 2014;Hamid and Sulaiman, 2016;De Haes et al, 2017;Al Qassimi and Rusu, 2015; priorities and IT Yadav and Barve, 2015;Bianchi and Sousa, 2016;Altemimi and Zakaria, 2015) investments (M1) Manage and Ali et al (2015; Yudatama et al, 2017a; Hamid and Sulaiman, 2016; Yudatama et al, 2018; Shelly et al, 2015; monitor funds more Yudatama and Sarno, 2016; Ali et al, 2015; Smits and Hillegersberg, 2018; Majid et al, 2015; Pau et al, 2016; consistently (M2) Bobbert and Mulder, 2015; El-mekawy et al, 2015) Managing resource Ali et al (2015; Henrique et al, 2014; Yudatama et al, 2017c; De Haes et al, 2017; Al Qassimi and Rusu, 2015; Teh and assets in a and Corbitt, 2015; Yudatama et al, 2107c; Shelly et al, 2015; Yadav and Barve, 2015; Jayant and Azhar, 2014; Zou et al, responsible manner (M3)2014;Badewi, 2016;Sabry, 2014;Denolf et al, 2015;Hatsu and Ngassam, 2015;Bianchi and Sousa, 2016;Altemimi and Zakaria, 2015;Smits and Hillegersberg, 2018;El-mekawy et al, 2015;Yudatama et al, 2017d;Safdar et al, 2015) Ensuring that IT deliversKuusk and Gao (2015;Hamid and Sulaiman, 2016;De Haes et al (2017;Yudatama and Sarno, 2015; Teh and Corbitt, on plans, budgets and 2015;Yudatama et al, 2018; Yudatama et al, 2107c;Shelly et al, 2015;Jayant and Azhar, 2014;Zou et al, 2014; commitments (M4) Badewi, 2016;Sabry, 2014;Denolf et al, 2015;Hatsu and Ngassam, 2015;Majid et al, 2015;Bobbert and Mulder, 2015;El-mekawy et al, 2015;Safdar et al, 2015) …”

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confidence: 99%

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Analysis of Benefits and Barriers as a Critical Success Factor in IT Governance Implementation by Using Interpretive Structural Model

Yudatama¹,

Hidayanto²,

Nazief³

2019

Journal of Computer Science

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This study aims to identify and analyze the key sub-factors of benefits and barriers as critical success factors for the implementation of IT Governance. The hope of the research is that the results of this identification and analysis can provide a high value of benefits in order to stakeholders in implementing IT Governance. In addition, it is expected to also give a real contribution to the development of theory or concept in the field of IT Governance especially related to critical success factor. The method used in this research is the interpretive structural model, where this method is very suitable to find the key sub-factor with a well-structured hierarchy structure. The first step of this research begins with a literature review, survey and interviews by involving three experts in the field of IT Governance and then the information is processed according to the rules. The final result shows that sub-factors improve customer service and overall responsiveness is a key sub-factor in benefit factors, whereas the lack of financial and human support becomes a key sub-factor in barriers. These results are empirical because depending on the data obtained through expert interviews involved, therefore the quality and capacity of experts greatly affect the results obtained. This study demonstrates how benefits and constraints as a critical success factor in the application of IT Governance are interrelated. The interpretive structural model provides an understanding of how various benefits and barriers interact with each other. This is important because policymakers typically focus on one or two sub-factors only.

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An exploration of critical success factors for e-Governance project initiation: A preliminary framework

Cited by 9 publications

References 11 publications

Designing Web-based GIS Application by CSF Method: A Case Study in Boven Digoel Papua

Designing Web-based GIS Application by CSF Method: A Case Study in Boven Digoel Papua

Organizational Barriers which are Facing Electronic Government Implementation: The Electronic Government Implementation Framework

Analysis of Benefits and Barriers as a Critical Success Factor in IT Governance Implementation by Using Interpretive Structural Model

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