Suchergebnisse

According to the principles of the Digital Era Governance (DEG) current, establishing a network of relationships with public sector stakeholders (i.e. public employees, public managers and users of public services) will aid in producing the necessary changes to overcome conflictive values, rules, behaviors and frameworks in public service provision. The management of this network is thus essential for the performance of public service provision processes, since the diversity of values, needs, attitudes and competence levels of said stakeholders will affect the outcome of e-government strategies. In this paper, we want to know which municipalities are perceived to have developed better e-government relationships with their stakeholders than others, by comparing the level of interaction. Also, we question if the level of success in the development of these relationships is reflected in common practices that may relate to good practices revealed by the literature. By means of fuzzy ordering techniques applied to a sample of Spanish municipalities, and the definition of an ideal provided by experts, our results show that those municipalities that take care about relations and interactions with their stakeholders are successful e-government-wise, while not-so-successful ones have to improve some practices to provide a better public service.

In the past decade, society and technology have made remarkable progress in the realm of the digital economy. Public administrations, in their double role as part and servant of society, must keep up with this progress, but this development does not happen without its difficulties. This paper aims to explore whether the transformation of local e-government environment has made a significant impact in the way municipalities face their challenges when implementing an e-government strategy. To do so, a longitudinal research was conducted to explore any changes within the perceived value of challenges to municipal e-government initiatives over the past 8 years by local Chief Information Officers in Spain. This theoretical and empirical research contributes to the ongoing discussion on the varying role of technology as an explicit hindrance and as base for other challenges, and the impact of other non ICT-driven challenges for e-government. It also proposes a set of managerial implications to help overcoming said challenges based on the knowledge of local government experts in a contingent manner. The paper's results establish the significant and persistent effect of political interference in local e-government success in Spain, asserting that they are mostly non ICT-driven challenges that are viewed as significantly bigger obstacles today.