Scientific foundations training and entrepreneurship activities in the domain of ICT-enabled governance

Pereira, Gabriela Viale; Charalabidis, Yannis; Alexopoulos, Charalampos; Mureddu, Francesco; Parycek, Peter; Ronzhyn, Alexander; Sarantis, Dimitris; Flak, Leif Skiftenes; Wimmer, Maria A.

doi:10.1145/3209281.3209316

Cited by 27 publications

(13 citation statements)

References 2 publications

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“…Furthermore, public value creation is the fundamental requirement of any ICT-supported business model [40]. In the Gov 3.0 context, citizens are active, rather than passive, service users, and co-creators of service [87]. In the e-gov context, creating public value should be the government's main goal, because governments can meet citizens' needs through public values [88].…”

Section: B Iot and Public Value In Smart Governmentmentioning

confidence: 99%

Success Factors Influencing Citizens’ Adoption of IoT Service Orchestration for Public Value Creation in Smart Government

Chohan

2020

IEEE Access

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Digitization and lightning expansions in digital technology have made it possible to collect data on almost anything, making it easier to quantify and integrate the collected data. The diffusion of IoT technologies has fostered the government-citizen relationship, creating a powerful argument for public value creation. Thus, IoT service orchestration can influence the development and trustworthiness of intention to use behavior. This study aims to explore the success factors of IoT service orchestration to create public value in smart government by integrating ISST and cognitive trust into TAM. Based on the literature and research outcomes, a comprehensive IoT-based Public Value Model (IoT-PVM) was developed to provide a complete picture of system success. This conceptual model is validated analytically through a quantitative method using PLS-SEM. The findings highlight that IoT service orchestration can enable the government to deliver public value, just as public trust has a parental role in building citizens' positive behavior intentions towards the use of IoT in e-government services. The model explains 71.8% variance in perceived ease of use, 59.7% in public trust, 62.6% in perceived usefulness, 61.9% in usage behavior intention, and 69.8% of public value creation. The study results and discussion offer valuable insights regarding the public value creation of IoTempowered public services and also contribute to academic research literature and are practically helpful for policymakers for designing IoT service orchestration and making government smarter, more transparent, and responsive to citizens.

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Section: B Iot and Public Value In Smart Governmentmentioning

confidence: 99%

Success Factors Influencing Citizens’ Adoption of IoT Service Orchestration for Public Value Creation in Smart Government

Chohan

2020

IEEE Access

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“…A single respondent stated that the Solution Maintenance Plan artifact is in place, which may be a warning about whether this artifact is actually implemented in the agency. There are several works in the literature [3,[51][52][53][54] which assert the importance of organizations having a well-defined software development process, especially in relation to government agencies, which require maturity level 3 for an organization to be able to provide software development services to any agency of the Brazilian Government. Regarding the analysis of the basic ICT processes, we can conclude that only the ICT People Management process and its respective artifacts (Talent Bank (Skills and Competencies) and Role and Responsibility Definition Form) are not implemented in the agency.…”

Section: Basic Ict Processesmentioning

confidence: 99%

Information and Communication Technology (ICT) Governance Processes: A Case Study

et al. 2020

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Information and Communication Technology (ICT) Governance is increasingly necessary and present in organizations aiming to improve the maturity of their ICT processes. This paper presents an analysis of the ICT Governance processes of a Brazilian Federal Public Administration agency. To assess the maturity of the ICT Governance processes, we surveyed and diagnosed the processes performed by the agency and organized a series of meetings/discussions to assist in the improvement and modeling of the processes related to the ICT Contract Planning process. As a result, we proposed improvements and identified the maturity level of the existing ICT processes, also assessing the awareness of employees of the General Coordination of Information Technology regarding these processes. Our findings reveal that the agency still needs to implement the following processes: (1) ICT People Management; (2) Business Process Modeling (Automated/to Automate); (3) Change Management; (4) Execution Monitoring of the ICT Projects and Services Portfolio; and (5) ICT Service Continuity Management. We also identified several artifacts that need to be implemented by the agency in different processes and collected survey participants’ suggestions about new processes to improve the maturity in ICT Governance.

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“…Lachana et al argue that the use of new disruptive technologies in the public sector moves digital government to a new stage: Government 3.0 (Lachana, Alexopoulos, Loukis, & Charalabidis, 2018). This new stage is characterized by the extensive use of disruptive technologies for the provision of customized services and data-driven evidence-based decision making (Pereira, Charalabidis, et al, 2018). The term "disruptive technology" refers to the technologies, whose application has potential to drastically alter the processes and operations in a particular field of the public sector (Christensen & Raynor, 2003;Kostoff, Boylan, & Simons, 2004).…”

Section: Introductionmentioning

confidence: 99%

“…In the public sector, this also means that citizens' expectations (both technological and organisational) are changing. Recent literature calls this phenomenon 'digital Government 3.0' (Pereira, Charalabidis, et al, 2018), which embodies its own unique challenges. Government 3.0 largely corresponds to the fourth stage of Janowski's classification: "Contextualization or Policy-Driven Electronic Governance", which emphasizes the contextualization of the digital government efforts (Janowski, 2015).…”

Section: Introductionmentioning

confidence: 99%

Transforming Government by Leveraging Disruptive Technologies

Wimmer

Pereira

Ronzhyn

et al. 2020

JeDEM

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While the public sector traditionally lags behind business in innovation, significant changes are anticipated with the broad diffusion of so-called disruptive technologies. The use of such technologies in public service, along with possible benefits, need to be well researched, and challenges be carefully discussed, analysed and evaluated. This paper applies scenario-based science and technology roadmapping to identify research and training needs in the implementation of disruptive technologies in public service. 70 experts reviewed 13 future scenarios and derived a number of research and training needs regarding internet of things, artificial intelligence, virtual and augmented reality, big data and other disruptive technologies. The identified needs serve as a starting point for a broader and more informed discussion about how such new (disruptive) technologies can be successfully deployed in the public sector - leveraging the benefits of these technologies while at the same time constraining the drawbacks affiliated with them.

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Scientific foundations training and entrepreneurship activities in the domain of ICT-enabled governance

Cited by 27 publications

References 2 publications

Success Factors Influencing Citizens’ Adoption of IoT Service Orchestration for Public Value Creation in Smart Government

Success Factors Influencing Citizens’ Adoption of IoT Service Orchestration for Public Value Creation in Smart Government

Information and Communication Technology (ICT) Governance Processes: A Case Study

Transforming Government by Leveraging Disruptive Technologies

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