Implementing digitalization in the public sector. Technologies, agency, and governance

Abstract

Technological transformations are currently reshaping the structure and strategies of public administrations and are expected to foster efficiency and policy integration. However, the literature on digital government has demonstrated that the introduction of technology is far from a smooth process, as it is often associated with conflict and negative feedback. This paper departs from James Thompson’s notion of technology, understood as one of the most effective devices for organizational integration to conceptualise the context of digital innovations in the public sphere. ICTs are not all the same; they differ in their impact on intra- and inter-organizational interdependencies that are required for them to work properly in their domain. This paper introduces a typology of ICT-driven governance structures and advances hypotheses regarding the causal mechanisms underpinning successful implementation. Each type of governance structure is exemplified by an original case study of a programme of e-government reform in the Italian public sector. The empirical evidence is used to explore some implications concerning the strategies by which the programmes have been implemented and their transferability to other contexts.

How “institutionalization” can work. Structuring governance for digital transformation in Italy

“…However, while countries are equally affected by technological improvements, great differences in terms of their performances still exists. Hence, a great deal of the literature has highlighted how successful digital transformations are not spontaneous; several come after failed attempts, with any change taking place usually the outcome of a trial‐and‐error process in which agency played a crucial role (Di Giulio & Vecchi, 2021; Heeks, 2006). A second hypothesis could be related to the 2012 emergence of a digital agenda at the European level (European Commission, 2012).…”

“…Section "The digitalisation of the public sector in Italy: From stagnation to (partial) successes" described how policies aimed at digitalization formulated in the 1990s had been characterized by a lack of coordination among central and local administrations. These arrangements have been Vecchi, 2019Vecchi, , 2021.…”

“…However, improvements in the technological domain do not necessarily mean that policy change is trivial. Conversely, it is widely acknowledged that technological change, when it has consequences for organizational structures and governance arrangements, is quite often associated with failures and backlash (Contini & Lanzara, 2008; Dafoe, 2015; Di Giulio & Vecchi, 2021; Dunleavy et al, 2006; Heeks, 2006; Kallinikos et al, 2013; Mergel, 2019; Rogge et al, 2017). Empirically, the literature on the topic has stressed how the socio‐technical systems emerging to design and implement such programs do not have an easy task to accomplish.…”

“…The adoption of digital technologies can be considered an imperative for public administrations and governments all over the world (Bolgherini, 2007; Dunleavy et al, 2006; Heeks, 2006). While better services and cost reduction are the main rationales underpinning such an agenda, public sector digitalization also has important organizational implications, as new technologies need a proper governance framework to effectively work and cope with coordination and cooperation problems (Cordella & Tempini, 2015; Di Giulio & Vecchi, 2021). Accordingly, the literature shows the emergence of ad hoc organizations to coordinate national digitalization agendas (Mergel, 2016, 2019).…”

The future of public sector accounting research. A polyphonic debate

“…Looking forward, what kinds of themes and topics should be of particular interest to PSA scholars and what kinds of literatures could we get inspiration from? Given the pervasiveness of ICT in organisational lives, it will be crucial to continue examining the nexus of technology and public management (Di Giulio and Vecchi, 2021). In particular, we should develop better understandings of how the ICT systems that dominate the everyday life of public servants – and which are increasingly intertwined and perhaps even driven by accounting systems – influence how they approach political reality.…”