Drawing on the notion of alignment, this paper endeavors to reappraise e-Government maturity models in the English system of criminal justice. It argues that e-Government maturity models are characterized by relatively-stable trajectories which are punctuated by radical shifts toward full-blown e-Government transformation. Far from being a prescriptive and linear process, e-Government maturity is an unpredictable process where turning points (or radical shifts) play a crucial role in the e-Government strategizing process. Theoretical and practical implications are discussed by developing a new theory of e-Government maturity that explains the twists and turns of e-Government strategizing.

Purpose Many countries aim to improve public services by use of information and communication technology (ICT) in public service supply chains. However, the literature does not address how inter-organizational ICT is used in redesigning these particular supply chains. The purpose of this paper is to explore this important and under-investigated area. Design/methodology/approach An explorative multiple-case study was performed based on 36 interviews, 39 documents, extensive field visits and observations providing data on digital transformation in four European criminal justice supply chains. Findings Two different design approaches to digital transformation were found, which are labelled digitization and digitalization. These approaches are characterized by differences in public service strategies, performance aims, and how specific public characteristics and procedures are dealt with. Despite featuring different roles for ICT, both types show the viable digital transformation of public service supply chains. Additionally, the application of inter-organizational ICT is found not to automatically result in changes in the coordination and management of the chain, in contrast to common assumptions. Originality/value This paper is one of the first to adopt an inter-organizational perspective on the use of ICT in public service supply chains. The findings have scientific and managerial value because fine-grained insights are provided into how public service supply chains can use ICT in an inter-organizational setting. The study shows the dilemmas faced by and possible options for public organizations when designing digital service delivery.

The literature has extensively discussed whether and how public organizations differ from private ones. Publicness theory argues that the degree of publicness is determined by ownership, funding, goal setting, and control structure of an organization. However, these theoretical ideas have not yet been extended to the interorganizational level. The need for further research is reflected in the sustained debate on the applicability of forprofit management approaches in public contexts and supply chains. Starting from the premise of the dimensional publicness theory, this study focuses on theory elaboration. We focus our empirical study on the criminal justice supply chain, which encompasses the process of bringing a criminal case to court. This chain provides an interesting public case to explore how specific dimensions of publicness affect or limit supply chain integration mechanisms. The results of our series of embedded cases focusing on Dutch criminal justice supply chains show that control structures, embodied in laws and regulations, define the governance of relationships between supply chain partners. In addition to these formalized ties, extensive known for-profit information and operational integration mechanisms can be observed, along with limited relational integration. Surprisingly, although similar integration mechanisms are used as in forprofit contexts, integration serves a different role in several of the relationships investigated: dealing with tensions stemming from the specific goal setting and stakeholders of criminal justice chains. Although our findings specifically relate to criminal justice supply chains, they have important implications for other supply chains using contracts and laws and those being selective in applying supply chain integration in cases of contrasting objectives. Moreover, we provide a stepping-stone for the extension of publicness theory to the interorganizational level.

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