Co-Ordination of E-Government

Søgaard, Pål

doi:10.1007/1-4020-7862-5_4

Cited by 5 publications

(3 citation statements)

References 16 publications

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“…As a result of this study, it was suggested that the leadership of the supreme leader is the most important factor for the success of the e-Government. Since then, many studies have emphasized the strong leadership of top leaders as a requirement for the success of e-Government and digital government [56][57][58]. However, in Korea, the political aspect inherent in digital government implementation was more important than these leadership factors.…”

Section: Political Characteristics Of Digital Government: As a Presid...mentioning

confidence: 99%

Analysis of Digital Governance Transition in South Korea: Focusing on the Leadership of the President for Government Innovation

Chung

Choi

Cho

2022

Journal of Open Innovation: Technology, Market, and Complexity

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This research intends to draw implications for digital governance establishment by analyzing how the president’s leadership has worked in the digital government innovation promoted in South Korea over the past 30 years. This research examines the process of digital government development in South Korea from the 1990s onwards, chronologically and in the order of presidential administrations. The analysis proceeds from the following three perspectives: the political characteristics of digital government, the presidents’ leadership on government innovation through digital government process, and the composition of a strong cross and joint governmental promotion system. The implementation of digital government is not simply about a computerized government. Driving digital government means the overall transformation of government. From this point of view, to successfully implement digital governance, we must approach it from a highly political perspective. The implementation of digital government in South Korea has been continuously pursued as a national agenda. Since South Korea has a well-established high-speed information and communication infrastructure, e-Government and digital government innovation have been promoted as national agendas regardless of regime change. However, in this process, the president’s leadership determined the success or failure of digital government innovation. Therefore, the most important success factor for digital government innovation is securing policy sustainability regardless of administration change.

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Section: Political Characteristics Of Digital Government: As a Presid...mentioning

confidence: 99%

Analysis of Digital Governance Transition in South Korea: Focusing on the Leadership of the President for Government Innovation

Chung

Choi

Cho

2022

Journal of Open Innovation: Technology, Market, and Complexity

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“…Finally, Sørgaard (2003) notes that ambitions for e-government "are often unrealistic, and that political goals seem to dominate over effective, stepwise approaches to coordination. On a pragmatic level, there is a need to focus on simpler, process-oriented mechanisms for coordination ..." In other words, whether or not e-government seems an attractive banner to march under, the real progress will occur through analyzing and improving specific work systems that span organizations.…”

Section: It Innovations Related To Interorganizational Systems or Egomentioning

confidence: 99%

“…(cited by Sørgaard, 2003) If a work system's technology can be viewed as an actor and the infrastructure that supports it can be viewed as an actor, it is possible that an entire work system and its specific elements such as work practices, information, and products and services can be viewed as actors in the actornetwork. Further, the principle of alignment says that these elements change over time (through the planned and unplanned change in Figure 2) in order to remain aligned internally and externally.…”

Section: Comparison With Actor Network Theorymentioning

confidence: 99%

IT Innovation Through a Work Systems Lens

Alter

IT Innovation for Adaptability and Competitiveness

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This paper presents what I think is an innovation, the use of work system concepts as a lens for understanding IT innovation in organizations. It starts by presenting the ideas at the heart of the work system approach, the work system framework for describing an existing or proposed work system and the work system life cycle model for describing how work systems change over time. To demonstrate how a work system lens can illuminate both practice and theory related to IT innovation in organizations, it returns to the previous IFIP 8.6 Conference (Copenhagen, October 2003) and applies work system ideas to the situations and theories in the papers presented there. It closes by using CASE adoption as a final example about IT innovation within IT groups.This paper presents what I think is an innovation, the use of work system concepts as a lens for understanding IT innovation in organizations. This approach builds on the term work system, which has been used by a number of socio-technical researchers and by some practitioners for over 20 years, but has not been defined carefully or used as a rigorous concept until recently. The term work system appeared in two articles in the first volume of MIS Quarterly Heinen, 1979a, 1979b]. Mumford and Weir [1979, p. 3] spoke of "the design and implementation of a new work system." Davis and Taylor [1979, p. xv] mentioned "attempts at comprehensive work systems design, including the social systems within which the work systems are embedded." For other past uses of the term work system see Alter (2003).Abstract:

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Generic Mechanisms Influencing e-Initiative Adoptions: Perceptions of Key Actors

Liptrott

2014

Public Administration and Information Technology

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Co-Ordination of E-Government

Cited by 5 publications

References 16 publications

Analysis of Digital Governance Transition in South Korea: Focusing on the Leadership of the President for Government Innovation

Analysis of Digital Governance Transition in South Korea: Focusing on the Leadership of the President for Government Innovation

IT Innovation Through a Work Systems Lens

Generic Mechanisms Influencing e-Initiative Adoptions: Perceptions of Key Actors

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