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Managing e-Government: value positions and relationships
Rose, J. Persson, J.S. Heeager, L.T. Irani, Zahir
Rose, J.
Persson, J.S.
Heeager, L.T.
Irani, Zahir
Publication Date
2015-09
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© 2015 The Authors. This is an Open Access article under the terms of the
Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/), which permits use, distribution and reproduction
in any medium, provided the original work is properly cited.
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openAccess
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21/09/2014
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Abstract
Public sector managers take much of the responsibility for selecting,
commissioning, implementing and realising benefits from information technology (IT)
projects. However, e-Government initiatives often suffer from complexity, vision failure,
lack of goal clarity and insufficient commitment. These problems may stem from value
traditions that are deeply ingrained in managers’ cultural environments but not always
in harmony with each other. A first step towards working with value complexity is to
understand it; we synthesise a model of value positions for e-Government derived from
major traditions in the public administration literature. Four value positions relevant to
e-Government together with their IT assumptions are identified; they reflect the ideals
of professionalism, efficiency, service and engagement. A qualitative investigation of
Danish local authority managers displays both value congruence and value divergence.
The interpretive study results in a theoretical model that combines value positions
and relationships, and the model’s implications for researchers and practitioners
in focusing successful e-Government initiatives are outlined.
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Published version
Citation
Rose J, Persson JS, Heeager LT et al (2015) Managing e-Government: value positions and
relationships. Information Systems Journal. 25(5): 531-571.
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Article