Competing and Complementary Values in Information Technology Strategic Planning: Observations from Ten States

Abstract

This article illustrates the competing and complementary value orientations inherent in states' information technology (IT) strategic planning. It develops a two-dimensional value framework and applies the framework to a sample of 10 state IT plans using content analysis. The results show that the linear multistage approach of e-government is questionable. Governments make deliberate strategic choices among four strategic value centers defined by internal/ external and effectiveness/efficiency orientations. The results show that states place greater emphasis on internal and efficiency values in the plans.The importance of strategic information systems and technology planning (SISP) cannot be overstated in government (Andersen, the environment that government faces in the twenty-first century.As the e-government paradigm evolves and draws significant investments (Ho, 2002), it is vital for governments to have strategic plans to guide the fundamental e-transformation that will embrace or enhance values and norms such as transparency, citizen participation, responsiveness, and business reengineering. Although many states have formulated new information technology (IT) strategic plans that attempt to incorporate the goals of e-government initiatives, we do not know the extent to which they reflect various value orientations. What are the values embodied by the strategic plans, and what is their relative importance?

The Evolution and Continuing Challenges of E‐Governance

“…A strengths and weaknesses model (Streib and Willoughby 2005) argues that the ideal conditions for e‐government include slack resources, skilled staff, and knowledgeable leaders; a sociotechnical view (Welch and Pandey 2006) considers both technology tools and bureaucratic characteristics. Adaptation models (Zhang and Dawes 2006) account for learning and experience, and strategic choice models (Yang and Melitski 2007) focus on choices among internal and external orientations and efficiency versus effectiveness. Service‐oriented models emphasize a shift from a bureaucratic paradigm of efficiency, rationality, hierarchy, and centralization to a new paradigm that emphasizes user satisfaction, networked organizations, flexibility, and coordination (Ho 2002).…”

E‐government and public service quality in Ghana

“…Of these two factors, the influence of Internet and computer technology is the most pronounced, leading to the term e‐government. The term e‐government evolved as ICT permeated the corridors of public organizations (Coursey & Norris, ; Dawes, ; Norris & Moon, ), promising management effectiveness, service delivery, and civic engagement (Asgarkhani, ; Milakovich, ; Reddick, ; Yang & Melitski, ).…”

Information Communication Technology Utilization for Effective Emergency Management Networks

“…Considerable research has focused on the potential of ICTs for government management practices in general. Much research has examined the evolution of e-government (Coursey and Norris 2008;Dawes 2008), the adoption of e-government (Norris and Moon 2005), and the impacts of ICT utilization on management effectiveness, service delivery, and civic engagement (Asgarkhani 2005;Milakovich 2012;Reddick 2005;Yang and Melitski 2007). Yet relatively limited research has been conducted on the role of ICTs in emergency management (Rao, Eisenberg, and Schmitt 2007;Vogt, Hertweck, and Hales 2011).…”