Are Computers Boosting Productivity? A Test of the Paradox in State Governments

Lee, Geunjoo; Perry, James L.

doi:10.1093/oxfordjournals.jpart.a003525

Cited by 57 publications

(25 citation statements)

References 24 publications

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“…Moreover, with the production-function framework, Lee and Perry (2002) find a positive impact of IT assets in US state governments on state gross domestic product (GDP). Mukhopadhyay et al (1997) discover an improvement in labor productivity in the toll collection process after the adoption of a new IT application in the Pennsylvania Turnpike.…”

Section: Public-sector It-value Researchmentioning

confidence: 99%

“…Mukhopadhyay et al (1997) discover an improvement in labor productivity in the toll collection process after the adoption of a new IT application in the Pennsylvania Turnpike. Unlike Lehr and Lichtenberg (1998) and Lee and Perry (2002), however, their study considers their setting (the Pennsylvania Turnpike) just as a context for finding the process-level effect in IT value and does not explicitly aim at examining IT business value in public organizations. In addition, in nine papers in Table 1(A), IT value is not the main focus, but only part of their research scope.…”

Section: Public-sector It-value Researchmentioning

confidence: 99%

See 1 more Smart Citation

IT Resources, Organizational Capabilities, and Value Creation in Public-Sector Organizations: A Public-Value Management Perspective

Pang

Lee

DeLone

2014

Journal of Information Technology

170

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What value does information technology (IT) create in governments and how does it do so? While business value of IT has been extensively studied in the information systems field, this has not been the case for public value. This is in part due to a lack of theoretical bases for investigating IT value in the public sector. To address this issue, we present a conceptual model on the mechanism by which IT resources contribute to value creation in the publicsector organizations. We propose that the relationship between IT resources and organizational performance in governments is mediated by organizational capabilities and develop a theoretical model that delineates the paths from IT resources to organizational performance, drawing upon public-value management theory. This theory asserts that public managers, on behalf of the public, should actively strive to generate greater public value, as managers in the private sector seek to achieve greater private business value. On the basis of the review of public-value management literature, we suggest that the following five organizational capabilities mediate the relationship between IT resources and public value -public service delivery capability, public engagement capability, co-production capability, resource-building capability, and public-sector innovation capability. We argue that IT resources in public organizations can enable public managers to advance public-value frontiers by cultivating these five organizational capabilities and to overcome conflicts among competing values.

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Section: Public-sector It-value Researchmentioning

confidence: 99%

Section: Public-sector It-value Researchmentioning

confidence: 99%

IT Resources, Organizational Capabilities, and Value Creation in Public-Sector Organizations: A Public-Value Management Perspective

Pang

Lee

DeLone

2014

Journal of Information Technology

170

View full text Add to dashboard Cite

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“…It became clear in the 1990s that some degree of higher-level coordination and control was needed over the acquisitions and applications of IT systems by agencies; a single organisation was needed to oversee IT resources (Lee and Perry, 2002). The Federal government's answer was to place information resources management (IRM) under the auspices of the Office of Management and Budget (OMB).…”

Section: Trend One: Loss Of Knowledge In Government Organisationsmentioning

confidence: 99%

Trends Shaping Public Sector Transformation: Knowledge Management, E-Government and Enterprise Architecture

McNabb

Barnowe

2009

J. Info. Know. Mgmt.

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This paper examines three converging trends in the public sector in the early years of the 21st century: the loss of critical knowledge due to large numbers of retiring government workers, the increasing demand for information and communications technology needed to maintain growth in the scale and scope of e-government, and the requirement to parlay investments in enterprise architecture into effective knowledge management and service delivery efficiency. It includes brief historical reviews of each of these trends, their implementation, and how they are being integrated into initiatives for transforming governments from reactive, bureaucratic systems to visionary, proactive, market-oriented learning organisations. The paper concludes with a discussion of the role played by changes in public sector organisational cultures in successfully addressing these three trends and achieving goals of transformation.

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“…To explain senior federal government manager performance, Selden and Brewer (2000) used a structural equation model with employee survey data to test Locke and Latham's (1990a;1990b) "high performance cycle." Perry and colleagues (e.g., Angle & Perry, 1981;Lee & Perry, 2002) empirically examined issues, such as employee motivation in the public sector and the impact of information technology investments on government productivity. In a series of papers, O'Toole (2002, 2003; examined the influence of various managerial and organizational practices on variance in school-level performance on Texas educational tests.…”

Section: Performance-oriented Scholarship In Public Administrationmentioning

confidence: 99%

5 Public Administration and Organization Studies

Kelman

2007

The Academy of Management Annals

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The study of public organizations has withered over time in mainstream organization studies research, as scholars in the field have migrated to business schools. This is so even though government organizations are an important part of the universe of organizations-the largest organizations in the world are agencies of the U.S. government. At the same time, the study of public administration, once in the mainstream of organization studies, has moved into a ghetto, separate and unequal. Centered in business schools, mainstream organization research became isomorphic to its environment-coming to focus on performance issues, which are what firms care about. Since separation, the dominant current in public administration has become isomorphic with its environment. In this case, however, this meant the field moved backward from the central reformist concern of its founders with improving government performance, and developed instead a focus on managing constraints (i.e., avoiding bad things, such as corruption or misuse of power, from occurring) in a public organization environment. Insufficient concern about performance among public administration scholars is particularly unfortunate because over the past 15 years, there has occurred a significant growth of interest among practitioners in improving government performance. The origins and consequences of these developments are discussed, and a research agenda for organization studies research that takes the public sector seriously is proposed.

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Are Computers Boosting Productivity? A Test of the Paradox in State Governments

Cited by 57 publications

References 24 publications

IT Resources, Organizational Capabilities, and Value Creation in Public-Sector Organizations: A Public-Value Management Perspective

IT Resources, Organizational Capabilities, and Value Creation in Public-Sector Organizations: A Public-Value Management Perspective

Trends Shaping Public Sector Transformation: Knowledge Management, E-Government and Enterprise Architecture

5 Public Administration and Organization Studies

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