Realizing joined-up government — Dynamic capabilities and stage models for transformation

Abstract

Joining up remains a high priority on the e-government agenda and requires extensive transformation. Stage models are predictable patterns that exist in the growth of organizations and unfold as discrete time periods that result in discontinuity and can help e-government development towards joined-up government. Although stage models may be conceptually appealing, these models are often not empirically validated, do not transcend the level of individual organizations and provide little practical support to policy-makers. Furthermore, they do not include the dynamic capabilities needed by organizations to transform from one stage to the next stage.In this paper, a five-staged model is presented that describes the progression from stovepiped situations toward a nationwide, customer-oriented and joined-up government. For realizing each stage the dynamic capabilities that are needed are identified. This model is empirically validated and helps government agencies benchmark their position, realize their role in the formation of a joined-up government, develop the necessary capabilities and adopt centrally developed infrastructural facilities aimed at moving to the next stage. We found that growth stages are useful for providing guidance and can be used by policy-makers to stimulate the developments of capabilities needed by organizations to migrate from one stage to another.

Big data for policymaking: fad or fasttrack?

“…The concept connects these characteristics to a value chain in the big data process that includes collection, combination, analysis and use of data (Klievink et al 2016). Especially the organizational maturity criterion is rooted in the e-government tradition of looking at the e-government growth stages: stovepipe organizations, integrated organizations, nationwide portal, interorganizational integration and demand-driven, joined-up government (Klievink and Janssen 2009). In short, the more advanced the public organization is in terms of adapting to Policy Sci (2017) 50:367-382 369 environmental changes, the better its performance when it comes to digital government infrastructures (Klievink and Janssen 2009).…”

“…Especially the organizational maturity criterion is rooted in the e-government tradition of looking at the e-government growth stages: stovepipe organizations, integrated organizations, nationwide portal, interorganizational integration and demand-driven, joined-up government (Klievink and Janssen 2009). In short, the more advanced the public organization is in terms of adapting to Policy Sci (2017) 50:367-382 369 environmental changes, the better its performance when it comes to digital government infrastructures (Klievink and Janssen 2009). Janssen and Kuk (2016) go one step further and identify big and open linked data (BOLD) as a driver of government innovation.…”

Evolving ICT and governance in organizational networks - Conceptual and theoretical foundations

“…In the public sector, government agencies have realized that effective and high-quality public policies for addressing the highly complex problems and needs of citizens and firms, demand collaboration with other public, civic, and private sector organizations (Agranoff and McGuire 2001;Dawes et al 2009;Dawes et al 2012;Klievink and Janssen 2009). Furthermore, developments like crowdsourcing and public-private infrastructures and partnerships accelerate the formation of networks.…”

Contributions to the Development of Local e-Government 2.0

“…Case study methodology is widely used in the IS research field, according to the Association of Information Systems (ASI), mainly due to the fact that organizational issues and research problems have evolved from being technical to being organizational [15]. It is an ideal methodology when a holistic, in-depth investigation is needed [16], and it is designed to bring out the details from the viewpoint of the participants by using multiple sources of data.…”