Purpose The purpose of this paper is to investigate the emergence of e-government in post-Soviet countries using Kazakhstan as a case study. Extant research on e-government in developing countries highlights significant benefits including improved public services, reduced corruption, and more open and inclusive government. The paper asserts the presence of an e-government paradox which limits its potential to improve public services. Design/methodology/approach Primary data were collected from a number of sources: 6 focus groups with central government agencies, local authorities and civil society organisations; 25 structured and semi-structured interviews; and participant observation. Findings The research finds evidence of an e-government paradox in five forms: an emphasis on technological development; transactional services are faster but have displaced attention from core public services; petty corruption has been reduced but grand corruption remains; isomorphic mimicry; and greater participation by citizens has been limited. Research limitations/implications The focus of the research is Kazakhstan. Applying the lessons learned to other post-Soviet countries has limitations given their different stages of development since independence. Practical implications The key practical implication of this research is that countries can become absorbed by e-government technology without questioning the fundamental business model which underpins how public services are delivered. Ultimately, this impacts on the social value of e-government. Originality/value While existing research has examined how e-government has been implemented in developing countries, this paper focusses on Kazakhstan as an authoritarian state with wider implications for post-Soviet countries.
This article provides a reflective analysis of a local scholar on methodological challenges of conducting research in Kazakhstan — a post-Soviet, authoritarian, Central Asian country. It specifically addresses the problems of getting access to government officials and the quality of data, describes the strategies applied by the researcher to mitigate these obstacles, and discusses the impact of the political environment on decisions relating to the research design, ethical integrity, safety of participants and researchers, and publication dilemma. This article will be of interest both for researchers who are doing or planning to conduct research in Kazakhstan and Central Asia and those who are researching in nondemocratic contexts as methodological challenges of an authoritarian regime stretch beyond the geographical boundaries.
This paper analyzes the experiences of female leaders in civil service in a rapidly changing political, socio-cultural, and economic context of Kazakhstan. The research presents an analysis of the views of female managers on advantages and disadvantages of having women-leaders in civil service; on challenges and opportunities they are facing; on strategies they use to advance to and succeed in leadership positions. The important finding of this research is that female leaders in Kazakhstan are challenged with a clash of western, neo-liberal values and traditional expectations of women in the society. The analysis is based on primary data with women holding managerial positions in civil service. KEYWORDS female; leader; gender; civil service; Kazakhstan Gender policy and gender-representation statistics in modern Kazakhstan Since the early days of independence, Kazakhstan has committed to achieving gender equality. In 1998, Kazakhstan joined the Convention on the Elimination of All Forms of Discrimination Against Women. Kazakhstan has also ratified the Convention on the Political Rights of Women and the Convention on the Nationality of Married Women. In addition, international treaties on civil, political, economic, social, and cultural rights have been signed. In November 2003, the government approved the Concept of Gender Policy. Several strategic priorities of the concept are related to female representation in
Kazakhstan has ambitious plans to become one of the top 30 developed countries in the world by 2050. Its most recent route map to achieve this is the Plan for the Nation: 100 Concrete Steps, announced by the president in May 2015. A key pillar in this reform agenda is the development of a professional civil service. This article considers whether civil service reforms to date and those envisaged under the new plan offer a trajectory to the 2050 stated goal. It finds that despite significant political endorsement at the highest level, reforms have focused on institutional, structural and legal changes without the necessary attention to how these will impact on the quality of public services provision. The article highlights the interdependence between civil service reforms and an outcomes-based approach and adapts the Organisation for Economic Co-operation and Development’s Better Life framework for Kazakhstan as a way of making this connection. Points for practitioners Moving to an outcomes-based approach in a developing country challenges practitioners to focus on the impact of their work and to be judicious and context-specific in the selection of results indicators.
This article analyses the implementation of managerial ideas in Kazakhstan using the case of a combined public service delivery called "One Stop Shops". Several public services are provided in a single building rather than different government offices in a business-like style of service delivery and in a modern physical environment. The service integration policy is an attempt of Kazakhstani government to improve the quality of public services and reduce corruption. Some positive progress in improving the accessibility of public services has been noted. However, as this article argues, the country-specific model of "alternative-access" service delivery was not able to implement in-depth changes in the work of the public sector and improve service quality. Implementation of the managerial ideas has been limited and constrained by the institutional framework and culture prevailing in the Kazakhstani bureaucracy. The main conclusion is that the governments of transitional countries need to critically analyze the pros and cons of the new policies and reflect on their cultures before making further steps to adopt Western managerial initiatives.
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