Creating social entrepreneurship in local government

Irani, Zahir; Elliman, Tony

doi:10.1057/ejis.2008.35

Cited by 18 publications

(14 citation statements)

References 13 publications

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“…This agent is driving the requirement for a transformation of service delivery through t-government (Weerakkody et al, 2009). Innovation, greater empowerment, more collaborative relationships and collective responsibility amongst staff and customers, are also driving t-government (Irani and Elliman, 2008). The UK Central Government collaboration agenda (Simpson, 2011), which calls…”

Section: T-government Reviewmentioning

confidence: 99%

“…T-government is also a key component of the central governments recent information technology (IT) strategy (Cabinet Office, 2011). Furthermore, there have been calls to implement innovative t-government initiatives from the normative literature (Irani and Elliman, 2008;Heeks, 2008;Hackney et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

“…UKLA recognises that t-government is an integral part of the wider modernising, transformation and innovation agenda for both the UKLA and partnership organisations. This resonates with Irani and Elliman (2008). The UKLA has recently approved a new post, which includes responsibility for developing a social media strategy and associated policies.…”

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confidence: 97%

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Understanding t‐government progress and issues: a case study of a United Kingdom local authority

Jones¹

2012

Journal of Enterprise Information Management

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Purpose -This paper reports the findings from an empirical analysis of stakeholder opinions relating to t-government within a United Kingdom local authority. These t-government initiatives are related to a national drive for the implementation of t-government from the UK Central Government. The aim of this paper is to gain insight, knowledge and understanding into important issues relating to t-government from a single case study, senior executive, decision making and user perspective, and to develop a framework for t-government. Design/methodology/approach -The paper utilises an interpretive exploratory case study research via structured interviews with senior and strategic executives in the case study organisation. Findings -A conceptualised framework for t-government is extrapolated from the issues raised in the case study, to assist with the t-government initiatives for UK public sector and elsewhere.Research limitations/implications -The paper is a single case study, not generalisable, but may be generally useful (Walsham). Practical implications -The paper extrapolates lessons learnt, framework and options for successful t-government deployment, from a senior executive user perspective. Social implications -Social inclusion is an important and current issue and is discussed in context of the case study. Originality/value -The paper brings together the literature, recent discussions within enterprise, United Kingdom Central Government, public sector and t-government, together with an exploratory empirical public sector case study from a senior user perspective. The aim is to inform theory and practice.

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Section: T-government Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Understanding t‐government progress and issues: a case study of a United Kingdom local authority

Jones¹

2012

Journal of Enterprise Information Management

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“…Moreover, we seek to counterbalance the still dominant private-sector BPM network studies, in order to provide arguments for implementing BPM networks in general. Our approach conforms to the rich body of IS research in the public sector (Pan et al, 2006;Silva and Hirschheim, 2007;Heeks and Stanforth, 2007;Irani and Elliman, 2008). Second, choosing Europe and Asia as regions for comparison follows the logic that, as a major component of modern BPM, BPR originated from the Anglo-Saxon classical school of scientific management (Peppard and Fitzgerald, 1997) and prior studies have argued extensively on the specifics of that approach in the Asian (Martinsons and Hempel, 1998;Khong and Richardson, 2003;Ranganathan and Dhaliwal, 2001;Wu, 2002;Khoong, 1996) and European contexts (Albizu and Olazaran, 2006;Pritchard and Armistead, 1999;Larsen and Bjorn-Andersen, 2001;Stroetmann, 1994).…”

Section: 1 Sector and Country Selection And Comparative Research Designmentioning

confidence: 99%

Business process governance: a comparative study of Germany and Japan

Niehaves¹,

Plattfaut²,

Becker³

2012

Business Process Management Journal

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Purpose -Business process management (BPM) networks have become an important theme in both research and practice. Drawing from governance theory, this paper seeks to provide a theoretical understanding of BPM networks and introduce three types of BPM governance: market, network, and hierarchy. Subsequently, it aims to study the impact of BPM maturity, organization size, and financial stress (independent variables) on the three types of BPM governance (dependent variable). Design/methodology/approach -After a thorough literature analysis a quantitative study is conducted. Comprehensive data of 538 local public administration in Germany and Japan is comparatively studied by means of a PLS (model and multi group) analysis. Findings -The empirical study provides evidence for the significant dependence of BPM governance on contextual variables: the configuration of the BPM network relies on the BPM maturity and the perceived financial stress. Also, such dependence does vary between the two countries. Higher financial stress leads to more higher network sourcing in Germany and to higher market sourcing in Japan, respectively. Practical implications -This study suggests that the role of process managers changes over time. In immature organizations, process managers appear to work alone and struggle for resources. However, once organizations start to mature, the role changes to that of an "orchestrator of different actors." Process managers in future public organizations (assuming a positive development of capabilities), both in Asian and European settings, must be able to collaborate with actors from different governance mechanisms. Originality/value -First, the paper provides a governance-theory based understanding of BPM networks. It introduces market-type, network-type, and hierarchy-type BPM governance and thereby provides greater conceptual and theoretical clarity of this important phenomenon. So far, this research area has been under-theorized. Second, the paper provides a theory that explains BPM network governance. Here, relevant contextual variables are taken into account, including the BPM maturity of an organization. Third, the paper contributes comprehensive empirical insights into BPM networks structures, governance mechanisms, and their dependence on contextual variables (especially the BPM maturity of an organization). Fourth, it provides an ample comparative theory-based analysis of BPM networks in two different countries. Such an endeavor, as to the author's best knowledge, has not yet been undertaken so far.

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“…Current public sector organisations do not compete with potential rivals and therefore do not need to care about competitiveness in terms of quality of service delivery or costs. In other words, public sector organisations are often seen to be inefficient and ineffective in their use of rare resources (Irani and Elliman, 2008). Here, SE shows one possible way to overcome these inefficiencies through including market discipline (Dees, 1998).…”

Section: Social Entrepreneurshipmentioning

confidence: 99%

Evaluating the impact of alternative socially innovative public sector service initiatives on social cohesion (ALLIANCE)

El‐Haddadeh

Weerakkody²

2012

Transforming Government: People, Process and Policy

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Purpose -For many years, proponents of new public management (NPM) have been presenting it as a formula for improving the public sector through making the public sector more businesslike. However, reforms based on NPM have failed to prove that they deliver more efficient, effective and quality services for citizens. The purpose of this paper is to describe to evaluate the effect that alternative socially innovative service initiatives have in facilitating social cohesion. Design/methodology/approach -The ALLIANCE project is designed to be conducted in two main phases. Phase one concentrates on conceptualising the concept (social cohesion and new public management) and ends with a quantitative empirical survey to comparatively measure key performance indicators for pre and post NPM initiatives. Phase two, on the other hand, is focused on identifying and simulating alternative scenarios for service delivery and qualitatively evaluating them.Findings -This research note demonstrates the need for an empirical investigation to measure the impact of pre and post NPM initiatives on improving social cohesion. Originality/value -Using the principles of social entrepreneurs, ALLIANCE will help to establish a better understanding of alternative socially innovative service initiatives to instil social cohesion within the diverse European societies. In this respect, ALLIANCE will facilitate the development of a key performance indicator matrix for measuring social cohesion; and improve stakeholder participation in defining and shaping alternative socially innovative service initiatives for the public sector.

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Creating social entrepreneurship in local government

Cited by 18 publications

References 13 publications

Understanding t‐government progress and issues: a case study of a United Kingdom local authority

Understanding t‐government progress and issues: a case study of a United Kingdom local authority

Business process governance: a comparative study of Germany and Japan

Evaluating the impact of alternative socially innovative public sector service initiatives on social cohesion (ALLIANCE)

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