An Exploratory Approach for Benefits Management in e-Government: Insights from 48 Norwegian Government Funded Projects

Flak, Leif Skiftenes; Eikebrokk, Tom Roar; Dertz, Willy

doi:10.1109/hicss.2008.55

Cited by 10 publications

(10 citation statements)

References 9 publications

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“…According to Flak et al (2008), the recipient itself might be so diverse that developing system requirements may become difficult (Lenk, 2002;Wimmer and Holler, 2003). Moreover, many recipients may be rendered jobless or affected by government efforts as a result of implementation of the new system.…”

Section: Disregard Of the Recipients Also Leads To Difficulty In Implmentioning

confidence: 99%

“…With qualitative studies and a case study approach being the most preferred methodology, researchers have touched upon various dimensions of a project that can affect its successful adoption. Some of the key factors that have been repeatedly identified are: effective stakeholder management (Kamal et al 2011;Flak et al 2008;Chan and Pan, 2008;Saebø et al 2011;Tan and Pan, 2003); importance of a project champion (Kamal et al, 2011;Silva and Hirschheim, 2007); top management support (Fan et al, 2014;Kamal et al, 2011); project development approach (Puri, 2007;Chan et al, 2011;Krishna and Walsham, 2005); technological factors such as IT sophistication and security (Kamal et al, 2011); process reengineering (Guha and Chakrabarti, 2014); security (Kamal et al, 2011); and end user involvement (Tan and Pan, 2003;Chan et al, 2011;Krishna and Walsham, 2005;Chan and Pan, 2008). However, these studies have mostly focused on examining government to citizen (G2C) implementations.…”

Section: The Prevalence Of Hidden Motives Also Inhibits the Success Omentioning

confidence: 99%

“…A number of studies in e-government have successfully applied stakeholder theory (Flak and Rose, 2005;Scholl, 2001), dialectic process theory (Flak et al, 2008), actor-network theory (Callon, 1986;Latour, 2005), institutional theory (DiMaggio and Powell, 1983) and structuration theory (Giddens, 1984) in examining e-government initiatives. However, stakeholder theory remains one of the most widely used theories in e-government studies.…”

Section: Theoretical Background: Stakeholder Theorymentioning

confidence: 99%

“…Apart from the effort to provide citizens with electronic access, governments have also made efforts to improve their internal processes. Use of ICT is often considered as a key to reforms in the public sector by increasing the efficiency of government operations, bringing transparency in government processes, and providing better and more versatile services to citizens and businesses (Coe et al, 2001;Tat-Kei Ho, 2002;Watson and Mundy, 2001;Flak et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

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Understanding G2G e-government project impasse

Pandey

Gupta

2016

Information Development

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A number of studies have examined the failures of e-government efforts from various theoretical perspectives in the domains of government-to-citizen (G2C) and government-to-business (G2B). However, only a few studies have been done in government-to-government (G2G) e-government projects. This paper examines the impasse reached during the implementation of a statewide Digital Secretariat Project in India through the lens of stakeholder theory. A qualitative case study approach employing semi-structured interviews with the stakeholders was employed to explore the issue. The results reveal the importance of power dynamics, which can stall the entire project. In a G2G project, that is interactional in nature and has to be used by multiple departments, it is crucial for the implementing agency to identify dominant stakeholder departments and take them into confidence right from the beginning of the project. In such cases intervention by higher level government offices is important to impart saliency to the implementing agency and prevent any other dominant stakeholder from stalling the project. Undertaking such widespread projects without strong government support can lead to failure of implementation and waste of important public resources. Implications for theory and practice are discussed.

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Section: Disregard Of the Recipients Also Leads To Difficulty In Implmentioning

confidence: 99%

Section: The Prevalence Of Hidden Motives Also Inhibits the Success Omentioning

confidence: 99%

Section: Theoretical Background: Stakeholder Theorymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Understanding G2G e-government project impasse

Pandey

Gupta

2016

Information Development

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“…A benefit is understood as "an advantage on behalf of a particular stakeholder or group of stakeholders" and its management as "(t)he process of organizing and managing such that the potential benefits arising from the use of IS/IT are actually realized" [5]. Especially the focus on stakeholders can be considered superior to traditional approaches to project management, as examples of benefits management show in the e-government practice [8][9][10].…”

Section: Introductionmentioning

confidence: 99%

Why Realization Mismatches Expectations of e-Government Project Benefits? Towards Benefit Realization Planning

Balta

Greger²,

Wolf

et al. 2015

Lecture Notes in Computer Science

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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

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