• A case analysis of E-government service delivery through a service chain dimension

      Weerakkody, Vishanth J.P.; El-Haddadeh, R.; Sivarajah, Uthayasankar; Omar, Amizan; Molnar, A. (2019-08)
      Unlike e-business few studies have examined how information is generated and exchanged between stakeholders in an e-government service chain to generate value for citizens. This case study applies the concept of service chains to empirically explore: a) how internal and external business activities in local government authorities (LGAs) contribute to electronic service delivery, and b) the impact that internal and external stakeholders have on these activities. The case study found that the diversity of stakeholders involved and lack of appropriate mechanisms for information exchange and collaboration are posing the biggest challenges for efficient local egovernment service delivery.
    • Developing Criteria for Evaluating a Multi-channel Digitally Enabled Participatory Budgeting Platform

      Omar, Amizan; Weerakkody, Vishanth J.P.; Sivarajah, Uthayasankar (2017)
      "Enabling Multichannel Participation through ICT Adaptations for Participatory Budgeting ICT-enabled platform” (EMPATIA) is a multi-channel participatory budgeting (PB) platform that represents a significant social innovation process of democratic deliberation and decision-making, involving citizens within complex public-institution structures. EMPATIA was targeted to deliver socio-economic and political benefits, such as enhancing citizen-government engagement, increasing public value through PB process, promoting ‘inclusiveness’ among the marginalized groups of citizens, and impeding political discontent that underpins distrust and skepticism towards the government. The attainment of these benefits will be driven by the EMPATIA's performance. Hence, a performance measurement tools is needed to enable assessment of EMPATIA, empirically. With an aim to propose an integrated performance evaluation metrics, this study presents a set of assessment criteria for multi-channel digitally enabled PB service platforms – especially EMPATIA. Findings from a qualitative, multi-strategies research approach suggest that the metrics should include five key technical and non-technical performance indicators, to be used as basis for the development of future evaluation instruments. Of major signposts, the metrics would inform key performance aspects to be considered during the PB platform development, and evaluated to indicate the PB platform performance.
    • Digitally enabled service transformation in UK public sector: A case analysis of universal credit

      Omar, Amizan; Weerakkody, Vishanth J.P.; Sivarajah, Uthayasankar (2017-08)
      The race against ‘Digital Darwinism’ in public sector had caused failures of several high profile large-scale Digitally Enabled Service Transformation (DEST) projects. While technical and managerial issues are often emphasised as the factors underpinning such failures, the vital role of key actors and the interplay between these actors and structures is underplayed when examining the causes of DEST failure. To enable a richer understanding of DEST, this paper proposes an analytical lens combining Institutional Theory (IT) and Structuration Theory (ST) to explore the case of ‘Universal Credit’, a very large and ambitious DEST project in the UK. Analysis reveals that the institutional actors and structures played significant roles in the transformation process. Albeit governing the actors’ actions, institutional structures are shaped through actions that are influenced by knowledge, power and norms. Hence, recognising and addressing these subliminal factors are critical to promote actions that can facilitate DEST success. The contributions of this case study are two-folds. Theoretically, it provides a distinctive conceptual approach to study DEST; and practically, the lessons help in signposting better managerial practices.
    • Digitally-enabled service transformation in the public sector: The lure of institutional pressure and strategic response towards change

      Weerakkody, Vishanth J.P.; Omar, Amizan; El-Haddadeh, R.; Al-Busaidy, M. (2016-10)
      Digitally-Enabled Service Transformation (DEST) projects in public sector institutions are viewed as a choice of strategic response towards changes in policy. Such transformation can destruct institutional stability and legitimacy and result in failure if the complex institutional setting of the public sector is not comprehended in the change-institutionalisation effort. Through a multiple case enquiry, this study examines how institutional pressures contribute towards the emergence of DEST in public agencies and how newly introduced transformation is implemented and diffused within the institutional setting. The findings highlight that as a form of technology driven change, DEST is characterised and shaped dominantly by continuous interplay with institutional elements and the impact of these interactions define the institutionalisation, deinstitutionalisation and re-institutionalisation of DEST. Ability to recognise such stages and provide the required support will determine a public institution's ability to effectively manage DEST and attain its strategic goals.
    • Studying Transformational Government: A review of the existing methodological approaches and future outlook

      Omar, Amizan; Weerakkody, Vishanth J.P.; Daowd, A. (2020-04)
      In light of the heterogeneity of scholarly publications on the subject of transformational government (T-Gov), this paper examines research trends and assesses methodologies used to investigate the topic with the aim of analysing directions for future research. A comprehensive analysis of T-government research published in four Chartered Association of Business Schools ranked journals within the field of Public Administration, e-Government and Information System is presented. The paper outlines research directions for further inquiry to promote the formulation of much needed theoretical constructs and approaches to research that would help bridge the existing gaps in knowledge in the area of T-Gov.