Suchergebnisse

The electronic voting system of Brazil is understood to be widely trusted by the citizens of the country and international observers. More precisely, it is seen as a trustworthy mechanism of producing election results that accurately represent the choices of the electorate. In this article, we discuss briefly the concepts of trust and trustworthiness, and focus to examine the formation of beliefs regarding the latter. We argue that the belief of trustworthiness is only partly attributable to the perception of the merits of the technical system and its enactment procedures. In our case study we found that the institutional actors responsible for the elections-the Superior and the Regional Electoral Courts-have played a key role in the formation of the belief that the electronic elections are trustworthy. We therefore conclude that, unlike common assumptions about the potential of e-government in developing countries to restore trust in government institutions that are considered untrustworthy, the production of trust in government services mediated by information and communication technology relies on citizens' perceptions of their trustworthiness.

AbstractThis paper attempts to describe the organizational affordances of knowledge management intervention endeavours. Our assertion bases KM on the specificities of the organizational workplace with regard to its constitution as conceptualized through its activities, knowledge content and social interactions. Theoretical argumentation utilizes the explanatory power of 'work practice' to expound its relevance with managing knowledge and learning. Our findings offer useful insights regarding the constituencies of informants required, as well as the elements affected by KM interventions. We conclude with prescribing appropriate actions for system‐enabled actualization of KM at the workplace. Empirically, we base our propositions on experiences deriving from our engagement in the implementation of a KM solution in a bank organization aiming at the support of a newly employed and strategically important (e‐)banking role, the 'front‐line customer service' Copyright © 2003 John Wiley & Sons, Ltd.