E-Government Strategies in Developed and Developing Countries

Chen, Y. N.; Chen, H. M.; Huang, Wei; Ching, Russell K.H.

doi:10.4018/jgim.2006010102

Cited by 233 publications

(154 citation statements)

References 20 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Tregear andJenkins, 2007 &Fettke et al, 2014) Chen, Chen, Huang, and Ching (2006) stated that national e-Government infrastructure, culture, and society factors are different between developed and developing countries and strongly argued that developing countries should design their own e-Government strategies based on their unique factors instead of adopting the strategies of the developed countries. Apart from restrictions on the technological infrastructure and financial capabilities needed for e-Government, developing countries are constrained with competencies and know-how to develop robust strategies for developing and supporting Government improvement initiatives (Chen et al, 2006). Bin Taher, Krotov, and Silva (2015) argued that the models and experience of developed countries cannot be directly applied in developing countries due to various socio-economic and cultural differences.…”

Section: Public Sector Private Sector Culturementioning

confidence: 99%

Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review

Syed

Bandara

French

et al. 2018

AJIS

View full text Add to dashboard Cite

The continuously evolving and dynamic social, economic, political environments and public pressures demand governments to deliver effective and efficient public services. In the quest for meeting these demands, governments respond by designing extensive reforms and performance objectives to improve the efficiency and responsiveness of their agencies. Many governments have adopted Business Process Management (BPM) as a strategy to achieve these reforms. However, the successful implementation of BPM initiatives has been a challenging task for agencies responsible for these initiatives, with many projects not reaching completion or not achieving the intended outcomes. This paper reports the results of a systematic literature review on critical success factors (CSFs) related to BPM projects in the public sector. We analysed 31 papers in this review covering both the developed and developing country contexts, sourced from refereed and peer reviewed journals. A quasi-deductive approach was applied for the qualitative data analysis using NVivo 10 software. This resulted in the synthesis and identification of 14 critical success factors of BPM in the public sector, each defined and described in detail with specific attention to the sub-factors mentioned within the literature. Any differences between developed and developing country contexts were sought for, and the observations critically analysed. We propose a series of research questions, designed to support the progression of BPM in the public sector of developed as well as developing countries.

show abstract

Section: Public Sector Private Sector Culturementioning

confidence: 99%

Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review

Syed

Bandara

French

et al. 2018

AJIS

View full text Add to dashboard Cite

show abstract

“…Clarke (2000), Chen et al (2006), and Chaffey (2007) identified a number of barriers to ebusiness adoption such as: lack of established theories, instability of phenomena, variations in culture, low-level investments in IT, lack of resources and skilled workforce, and limited growth strategies. The adoption of Internet technologies and e-business by SMEs has been slower in comparison to large companies worldwide (Marshall et al, 2000).…”

Section: Barriers In Adoption Of Internet and E-businessmentioning

confidence: 99%

Factors Contribute To Slow Internet Adoption in Omani Private Sector Organizations

Al-Gharbi¹,

Ashrafi²

2010

CIBIMA

View full text Add to dashboard Cite

The study explores the reasons for the slow adoption of Internet technologies in Omani private sector organizations. A survey questionnaire was used to collect data from 60 private Omani organizations. One of the main factors for not adopting internet technologies was that internet is not relevant to their business. An insufficient level of demand for purchasing through Internet, lack of availability of skilled employees and security concerns were cited as the main factors for not adopting Internet in Omani organizations. The study also reveals that negative attitudes of business decision makers about the use and benefits of internet maybe a major obstacle in adopting Internet in their businesses. Furthermore there is no correlation between the organization size and the adoption of the Internet. In addition to that, Omani businesses prefer face to face interaction with their customers.

show abstract

“…Another big challenge in eGovernment implementation is human resources, where developed countries had many qualified HR or expert staff who able to define requirements or needs in e-Government system. Further, the one is also lack of well-skilled and trained people that could bring the initiative of e-Government implementation [11] [12]. According to Heeks (2008), level of failure implementation of e-Government was quite high until 85%, especially in developing countries.…”

Section: Introductionmentioning

confidence: 99%

Content validity of critical success factors for e-Government implementation in Indonesia

Napitupulu

Syafrullah

Rahim

et al. 2018

IOP Conf. Ser.: Mater. Sci. Eng.

View full text Add to dashboard Cite

Abstract. The purpose of this research is to validate the Critical Success Factors (CSFs) of eGovernment implementation in Indonesia. The e-Government initiative conducted only to obey the regulation but ignoring the quality. Defining CSFs will help government agencies to avoid failure of e-Government projects. A survey with the questionnaire was used to validate the item of CSF based on expert judgment through two round of Delphi. The result showed from 67 subjects in instrument tested; there are 11 invalid items deleted and remain only 56 items that had good content validity and internal reliability. Therefore, all 56 CSFs should be adopted by government agencies in Indonesia to support e-Government implementation.

show abstract

E-Government Strategies in Developed and Developing Countries

Cited by 233 publications

References 20 publications

Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review

Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review

Factors Contribute To Slow Internet Adoption in Omani Private Sector Organizations

Content validity of critical success factors for e-Government implementation in Indonesia

Contact Info

Product

Resources

About