Computing and Public Organizations

Abstract

This survey of empirical research on computing in government updates a review that appeared ten years earlier in Public Administration Review. It focuses primarily on research related to the management of computing and on differences between public and private sector management of computing because the bulk of the new research and findings are here. The impacts of computing on employment, structure, worklife, decision making, organizational politics and constitutional issues are treated briefly because there is little new research or new findings. The paper concludes that while the use of computers in government at all levels of the federal system has increased greatly over the last decade, research on computing in government has declined precipitously.NJHD/Comp in Pub Orgs 021696

Factors affecting openness of local government websites: Examining the differences across planning, finance and police departments

“…The study has provided specific focus on three departments: community development department, finance department, and police department. We have developed models based on the assumption that technology-related decisions are based on manager awareness of external demands and their understanding of the technology available, and the constraints and opportunities that exist within the organization and in the socio-technical environment (Bozeman & Bretschneider, 1986;Bretschneider, 1990;Horton et al, 2001;Kraemer & Dedrick, 1997;Kraemer & King, 1986).…”

“…The model contrasts with a more determinist supply model in which technology availability and expertise are primarily responsible for the adoption and implementation of technology in an organization. According to the technology demand model, technological outcomes in an organization result from the contextual interplay between external environmental forces (economic conditions, civil society, city, and state influence, organizational mandates) and internal organizational factors (technological capacity, organizational structure, innovativeness, focus of top management) (Bozeman & Bretschneider, 1986;Bretschneider, 1990;Kraemer & King, 1986). During this interaction, the manager assumes control over the expression of technological outcomes in the organization.…”

“…Higher level of centralization in an organization is likely to exist when tasks are routinized and service demands are more uniform. Such organizations may be less willing to increase the openness of their websites to seek input from the public into the decision making processes (Kraemer & Dedrick, 1997). Similarly, in organizations where the activities are routine and task environments are less complex, and burdensome administrative rules and procedures constrain taking initiatives, there may be a lower need and demand for participative input into decision-making using technology.…”

A metatheory of e-government: Creating some order in a fragmented research field

“…1 In the slipstream of this practice, the specific research domain of egovernment studies has emerged, although the scholarly interest for ICT in public administration exists much longer (e.g. Kraemer & King, 1986;Snellen & van de Donk, 1998). Some claim that this relatively new field of scholarly attention lacks scientific rigor and is undertheorized (e.g.…”

The role of information technology in building public administration theory

“…Decision Support Systems (DSS), Public Management Information Systems (PMIS), and Executive Information Systems (EIS) were adopted by public sector organizations at all levels (Bozeman & Bretschneider, 1986;Burkan, 1991;Hurley & Wallace, 1986;Kraemer & King, 1986;McGowan & Lombardo, 1986;Overman & Simanton, 1986). Computer modeling was adopted as standard policy process (Dutton & Kraemer, 1985).…”