Development of e‐government: a STOPE view

Abstract

The transition from conventional government services to e-government services is becoming an international trend in various parts of the world. This transition is useful in two main ways. It provides benefits not only to the government, but also to all organizations and people, contributing to what is now known as the digital economy and the well being of the society. The transition is also an opportunity for the government to reorganize its services and reduce, or even eliminate, unnecessary overheads and inefficiencies that may exist in its traditional services. This paper uses the STOPE (Strategy / Technology / Organization / People / Environment) development profile to explore the transition to egovernment, and to support its continuous improvement. The paper identifies e-government within the broad scope of e-development towards the digital economy using STOPE. It describes its basic processes, and emphasizes its potential benefits. The paper also discusses maximizing these benefits using proven techniques, including TQM (Total Quality Management), BPR (Business Process Re-engineering), and Six Sigma; in addition to experience accumulated by early e-government adaptors. Based on STOPE, recommendations on maximizing the benefits are then introduced. Finally conclusions and potential future work are discussed. In this respect, a specific future work concerned with STOPE-based development of typical e-government services is proposed. The work would be useful for standardizing basic e-government services at the national and international levels, so that well-designed e-government services can be globalized.

Organizational E-Government Readiness: An Investigation in Saudi Arabia

“…Several researchers consider that e-Government strategy should not be restricted to the ICT area only, but should also be viewed, managed, and assessed as an organizational concern. This is consistent with Bakry's (2004) STOPE framework for e-Readiness assessment model and Heeks's (2003) model for measuring Information, Technology, Processes, Objectives and values, Staffing and skills, Management systems and structures (ITPOSMO). These models collectively focus on organizational factors of information, IT, business processes, challenges, vision, objective, values, skills, training, management systems and architecture of portal, time and budget.…”

“…As illustrated in Figure 1, this study integrates seven key areas which will be discussed further in this Section. Interviewees confirmed the findings in the literature that strategy is fundamental for e-Government adoption to be succeed (Bakry, 2004;Alshehri & Drew, 2010;Alsobhi et al, 2009;Yesser, 2013). There was unanimous agreement among interviewees that the primary factor for e-Government organizational readiness is strategy, for example, Interviewee # 10 stated that "Organizational e-Government strategy is important for any government organization".…”

Technology Aspects of E-Government Readiness in Developing Countries: A Review of the Literature

“…A study by Bakry (2004) introduced the STOPE model in order to provide a base for the development of an international framework related to e-government readiness. The model identified five dimensions (strategy, technology, organization, people and environment).…”

“…From the technology perspective, ICT facilities, infrastructure, and support have been identified as e-government readiness factors. Bakry (2004) highlighted that the STOPE model can be useful in decision-making at different stages. Moreover, countries need to consider all dimensions if they are willing to become developed.…”

Participação eletrônica e suas relações com governo eletrônico, efetividade governamental e accountability

“…Em paralelo, novas Tecnologias de Informação e Comunicação (TIC), mais ubí-quas e interativas, aceleram a mudança nos padrões de relacionamento entre governo e sociedade, permitindo arranjos mais plurais e democráticos, baseados mais em redes do que em hierarquias (BAKRI, 2004). Poderosos stakeholders não estatais passam a estar cada vez mais envolvidos nos processos decisórios das organizações públicas, dotando os cidadãos de empowerment em suas relações com o Estado.…”