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Abstract Purpose: This paper aims to increase the current understanding of the connection between operational level information and communication technology (ICT) projects and national level digital transformation by researching how project governance structures and practices are applied in an e-government context. Design/methodology/approach: An elaborative qualitative study through public documentary analysis and empirical multi-case research on Finnish central government is used. Findings: The study constructs a multi-level governance structure with three main functions and applies this in an empirical setting. The results also describe how different governance practices and processes, focusing on project portfolio management, are applied vertically across different organizational levels to connect the ICT projects with the national digitalization strategy. Originality/value: This study integrates project governance and portfolio management knowledge into public sector digitalization, thus contributing to project management, e-government and ICT research streams by improving the current understanding on the governance of ICT projects as part of a larger-scale digitalization. This study also highlights perceived gaps between current governance practices and provides implications to managers and practitioners working in the field to address these gaps.

Purpose
This paper aims to increase the current understanding of the connection between operational level information and communication technology (ICT) projects and national level digital transformation by researching how project governance structures and practices are applied in an e-government context.


Design/methodology/approach
An elaborative qualitative study through public documentary analysis and empirical multi-case research on Finnish central government is used.


Findings
The study constructs a multi-level governance structure with three main functions and applies this in an empirical setting. The results also describe how different governance practices and processes, focusing on project portfolio management, are applied vertically across different organizational levels to connect the ICT projects with the national digitalization strategy.


Originality/value
This study integrates project governance and portfolio management knowledge into public sector digitalization, thus contributing to project management, e-government and ICT research streams by improving the current understanding on the governance of ICT projects as part of a larger-scale digitalization. This study also highlights perceived gaps between current governance practices and provides implications to managers and practitioners working in the field to address these gaps.

"This book provides a study of governmental digitalization, an increasingly important area of policymaking within advanced capitalist states. It dives into a case study of digitalization efforts in Denmark, fusing a national policy study with local institutional analysis. Denmark is often framed as an international forerunner in terms of digitalizing its public sector and thus provides a particularly instructive setting for understanding this new political instrument. Advancing a cultural political economic approach, Schou and Hjelholt argue that digitalization is far from a quick technological fix. Instead, this area must be located against wider transformations within the political economy of capitalist states. Doing so, the book excavates the political roots of digitalization and reveals its institutional consequences. It shows how new relations are being formed between the state and its citizens. Digitalization and Public Sector Transformations pushes for a renewed approach to governmental digitalization and will be of interest to scholars working in the intersections of critical political economy, state theory and policy studies."--

Many large organizations have on-going Enterprise Architecture initiatives. Key aims include achieving more organizational agility, and to tidy up a messy portfolio of IT silo systems. A holistic approach to IT architecture has been an accepted strategy, but the results of these initiatives have been variable. An under-researched aspect is how different organizational units respond to the call for a holistic approach. In this study, we investigate how different stakeholders connected to three ongoing projects responded to the call for EA. With a qualitative approach, we identify three options of response to EA initiatives: (i) compliance with the EA strategy, (ii) loyal but isolated response, and (iii) rebel solutions. We argue for the need of a more nuanced repertoire of actions for dealing with EA, and show how these responses are useful for understanding and managing successful EA.

Many large organizations have on-going Enterprise Architecture initiatives. Key aims include achieving more organizational agility, and to tidy up a messy portfolio of IT silo systems. A holistic approach to IT architecture has been an accepted strategy, but the results of these initiatives have been variable. An under-researched aspect is how different organizational units respond to the call for a holistic approach. In this study, we investigate how different stakeholders connected to three ongoing projects responded to the call for EA. With a qualitative approach, we identify three options of response to EA initiatives: (i) compliance with the EA strategy, (ii) loyal but isolated response, and (iii) rebel solutions. We argue for the need of a more nuanced repertoire of actions for dealing with EA, and show how these responses are useful for understanding and managing successful EA.

Information technologies have become an essential component of government administrative reforms and governance strategies around the world. Although Internet portals are now some of the most mature technologies, they continue to be the most important channel for governments to provide information and services to citizens and other stakeholders. However, studies about government portals still lack the level of detail necessary to better understand the specific variables that affect their success and, more prominently, how these variables intertwine. Based on institutional theory, particularly the technology enactment framework, and one in-depth case study in Mexico, this paper shows how leadership from the governor, the establishment of government-wide rules and standards, and the existence of a powerful centralized IT agency collectively affect the process of enacting a state government website and its potential results. The paper also identifies other variables and discusses some of their interactions and mechanisms of influence.

This article analyses Transformation Governance (t-Gov) models and strategies, seeking to contribute to the clarification of this concept. Using a literature review on the topic, the text discusses what is understood by Digital Transformation of the government in the context of the conceptual enlargement of the e-government for digital governance. The results show t-Gov as an adaptive model consisting of strategies that seek to create institutional conditions to enable a Digital Transformation process focused on users. The article concludes that citizen involvement and co-creation are the main elements of such strategies, and the aim of the t-Gov is to create contextualized mechanisms of digital governance to enable such elements

As the number of BRMS-implementations increases, more and more organizations search for guidance to design such solutions. Given these premises, more implementation challenges experienced from practice become evident. In this study, we identify the main challenges regarding the governance capability as part of BRM, in the Dutch governmental context. To be able to do so, we utilized a four-round focus group and a three-round Delphi study set-up to collect our data. The analysis resulted in eight implementation challenges experienced by the participants. The presented results provide a grounded basis from which empirical and practical research on best practices can be further explored.