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Purpose: The purpose of the presented study was to develop a set of recommendations for decision-makers (policymakers and public managers) and public employees to enhance the effectiveness and efficiency of organisational elements in the adoption of artificial intelligence (AI) in public institutions. Design/methodology/approach: Utilising a systematic literature review following the PRISMA protocol, the study examines the organisational enablers of AI adoption in public institutions. Comprehensive search queries in the Scopus database identified relevant literature focusing on the intersection of AI technologies and various organisational elements. The analysis was facilitated by NVivo 12, enabling a structured examination of key organisational facets for people, culture, structure, processes, and technology within public institutions. Findings: Previous studies on AI adoption in public institutions identified numerous enablers of AI adoption associated with organisational elements like people/employees, structure, culture, technology, and processes. Several surveys and case studies stress the importance of concentrating on the introduction or transformation of these organisational elements prior to or concurrently with the adoption of AI. Academic contribution to the field: By applying a systematic literature review protocol, the study represents the first holistic and systematic review of specific organisational elements that can serve as enablers of AI adoption in public institutions. Research limitations/implications: This systematic literature review was subject to several limitations. Firstly, the division of AI literature between natural and social sciences, with the former focusing on technical aspects and the latter on broader organisational themes, may have resulted in an incomplete depiction of the intersection of AI and organisational change. Secondly, despite the broad search queries, inherent limitations of keyword-based searches may have excluded some relevant studies. Thirdly, considering the rapid evolution of AI technology, our review may not fully encapsulate the very latest developments in the field as it covers literature published until May 2023. Finally, the interpretation and coding of literature, despite the use of NVivo 12, involved subjective elements that could affect the study's outcomes. Practical implications: Drawing from experiences in the private sector, public institutions are increasingly adopting AI technologies across various subsectors such as public finance (taxation), research, healthcare, law enforcement, defence, education. This requires a transformation in both hard (structure, processes etc.) and soft aspects (people, organisational culture etc.). Therefore, the enablers identified in the study can serve as guidelines for decision-makers and implementers of AI at all levels of public institutions. Social implications: If adopted effectively and efficiently and used professionally and ethically, the use of AI in public institutions can bring many benefits to society, such as transparency, justice, cost and time efficiency, high quality services, and improved collaboration between different stakeholders in society. Originality/significance/value: Our study makes a distinct contribution by shifting the focus from technological barriers to organisational enablers of AI adoption in public institutions. It bridges a critical gap in the literature by integrating both technical and social science perspectives, providing valuable insights for theory and practice in the fields of organisation and management.

This research advances the field of digital government by developing and empirically validating a model for measuring the digital state of public administration, with a specific focus on Slovenia. Moving beyond traditional digital maturity models, our study introduces a holistic framework that integrates elements of technology, process, structure, people and organisational culture, enriched by dimensions of digital principles, good governance, and external environmental factors. This framework is grounded in an adaptation of Leavitt's diamond model, tailored to capture the nuances of digitalisation in public administration. The empirical validation is conducted through a comprehensive questionnaire administered to Slovenian public administration organisations at both local and state levels. The results provide a nuanced understanding of the current digital state that extends beyond technological aspects, including process optimisation, organisational structure, people elements and culture dynamics, and insights into internal and external barriers to digitalisation as well as principles of good governance and digitalisation. The study's results show that ministries in Slovenia generally possess a more advanced digital infrastructure than municipalities, particularly in various aspects of ICT development and integration. While Slovenia aspires to align with the EU digital strategy, it faces various challenges, particularly at the municipal level, in achieving coherent development of digital skills and policy implementation. The comprehensive approach allows for a more informed evaluation of digital transformation efforts, offering insights into areas of strength and opportunities for further development. The findings have significant implications for policymakers and stakeholders, highlighting critical areas for targeted improvement and strategic planning in the digitalisation of public administration.

Public administration and public governance play a crucial role in society today by ensuring that social needs are met. Due to the constantly changing environment, public governance models have transformed many times, creating differences in public governance practices among public administration institutions, with combinations of contradictory structures and principles that coexist. Accordingly, this paper aims to provide an overview of different public governance models, extract quantifiable elements based on models' principles and examine the extent of layering of different governance models at different levels of public administration in the specific case of the Slovenian administration. Thus, the main focus is on identifying the differences in characteristics of public governance practices between state administration and local self-government. The results show state administration institutions are more strongly characterised by the Neo-Weberian model's principles. In contrast, local self-government institutions are more oriented to managerial public governance and Digital-Era Governance practices. Public managers may regard the results as additional resources for democratic and efficient governing. At the same time, they may provide policymakers with in-depth insights to consider while determining the trajectories of future public administration reforms.

The COVID-19 pandemic has significantly reshaped administrative relations and put emphasis on the digital transformation of public administration that is urgently needed to sup- port a sustainable recovery from the pandemic crisis and future sustainable development in the post-pandemic era. This paper presents a comparative study on the ways the first wave of the COVID-19 pandemic impacted general administrative authorities on the local level with respect to various aspects of their functioning and digitalization in five European countries. With a sample of 926 respondents from the Czech Republic, Germany, Poland, Romania, and Slovenia, the study shows that the pandemic-imposed changes are very similar in these countries. The results reveal that, except for Germany, the biggest problems of pandemic-related regulations are their obscurity. For all countries under study, parties to the procedures are shown to be the main driver of digitalization and not the public administration itself, generally lagging behind in this sense. Nevertheless, the pandemic has also created several potential opportunities, whereby public managers, especially in Germany, have acknowledged the importance of digitalization right after the protection of health, as confirmed by the wider use of ICT equipment, particularly in Germany and the Czech Republic. Moreover, Germany and Romania exhibit the greatest potential to accelerate digitalization. Finally, the critical factors influencing accelerated digitalization after the pandemic are also identified. The paper's evidence-based findings could prove useful while formulating recommendations for the sustainable practices of public administrations during this and any future pandemic crisis.