The study shows that there is a small probability of unexpected malignancies even in correctly pre-screened patients for LASH procedures. Yet in the short-term (28-52 months), malign patients remain recurrence free after treatment. LASH is therefore a good procedure for assumed benign disease.

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PurposeThe purpose of this paper is to offer insights and suggestions for the design of existing and future e‐government benchmarks.Design/methodology/approachThe paper presents several frameworks to structure the discussion of e‐government benchmark design based on a review of existing research and practice. Second, it provides an overview of relevant benchmarking activities including new insights on the European Union's (EU's) benchmarking activities. Finally, suggestions for the future design of the EU's benchmarking are made.FindingsThe scope of prominent e‐government benchmarks is mostly on the supply/output side and a development stage model of a selection of government (online) services. Benchmarks follow underlying cause‐and‐effect frameworks. Capturing government transformation also remains a core challenge. To discuss the design of e‐government benchmarks, a three‐tier structure is proposed: guiding principles, benchmark methodology, and reporting and learning. Overall, governments around the globe are facing significant changes in the coming years which will shape their thinking on digital government in general and the priorities for benchmarking it in particular. Among others, these are the trade‐off between free market and regulation, demographic change and the information economy.Practical implicationsThe paper provides policy makers and consultants with a framework to approach and discuss e‐government benchmarks in general and the future design of the EU e‐government benchmark in particular.Originality/valueThe paper analyzes existing e‐government benchmarks, presents a framework for designing e‐government benchmarks and makes a range of recommendations on changes to the methodology of the EU e‐government benchmark.

Purpose -Researchers have argued that social networks within a community have positive effects on people's behavior in disasters. The Japanese government is testing online SNS at the municipal level with the intention to improve community building, democratic processes, and disaster management. This paper seeks to explore the use of social networking services (SNSs) in government and disaster in Japan. Design/methodology/approach -This study is based on a literature review of social capital, social support, disaster, and social software. Two exploratory case studies of local government SNS in Yatsushiro city, Kumamoto prefecture and Nagaoka city, Niigata prefecture provide empirical evidence. Consequently, the role of local SNS for social capital development and disaster is discussed. Findings -Yatsushiro's solution seems to be sustainable, Nagaoka's SNS is in decline. Both have to compete with popular SNS like Mixi and lack critical mass. There are some indications that government-initiated SNS helps to build social capital and utilize it in times of a disaster.Research limitations/implications -The paper contributes to the research on eParticipation and Public Management by describing an internet-based social software application and its embeddedness in the administrative organization. Any conclusions must be tentative, especially as a consequence of the non-representative number of users and the lack of testing in a disaster. Practical implications -The paper provides practitioners with two real life case studies on the implementation and use of local SNS in government. Originality/value -The paper offers theoretical and practical insights into the use of social software in government. Moreover, it connects current trends in government 2.0 to disaster research.

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Citizen relationship management (CiRM) refers to a cluster of management practices, channel, and IT solutions that seek to use private sector customer relationship management (CRM) in the public sector. Goals can be improving citizen orientation, better accountability, and changing the citizen government relationship. I begin with an overview of citizen orientation in government and the emergence of CiRM. The following section starts with a look at the underlying principles, goals, and components of customer relationship management. Accordingly, there is an in depth discussion and definition of citizen relationship management. Aspects such as the citizen government relationship, technology, public participation, and organizational changes are addressed. Finally, future trends and conclusions are drawn.

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