Digital Era Governance:

A public value perspective for ICT enabled public sector reforms: A theoretical reflection

“…On the basis of a substantial analysis of the leading publications in the information systems and public administration fields, they concluded that in the literature the most commonly identified impacts of IT on public administration are discussed in terms of efficiency and productivity of government performance. In line with these findings, ICT enabled public sector reforms have largely conceived the use of ICT as a further step in the re-organization of the public sector along the basic principles of efficiency gains and costs savings that have driven much private sector ICT adoption (Bekkers & Homburg, 2007;Bhen, 1998;Dunleavy, Margetts, Bastow, & Tinkler, 2006b;Heeks, 1999;Homburg, 2004;Osborne & Gaebler, 1992). Thus a vast literature has been produced to discuss the effects of ICT adoption at the different government levels (Asgarkhani, 2005;Contini & Cordella, 2007;Danziger & Andersen, 2002;Gupta & Jana, 2003;Melitski, 2003;Moon, 2002) and to benchmark countries against indices of ICT readiness (UN, 2001(UN, , 2003, as if a better score would lead to more effective transformation of government action.…”

“…Research in the field has so far prioritized the concept of ICT as a shortcut to increase public sector efficiency and improve internal administration and management capabilities (Andersen, 1999;Andersen, Henriksen, et al, 2010;Chadwick & May, 2003;Dunleavy, Margetts, Bastow, & Tinkler, 2006b). Since the late 1990s, ICT adoptions in the public sector leverage by following private sector experiences.…”

“…Despite the great expectations of the NPM reforms, the results of the adoption of these policies are at least questionable (Dunleavy et al, 2006b). The process of organizational change needed to achieve the aimed for results has in fact been more profound and complicated than expected (Peters & Pierre, 1998).…”

Editorial: Science or alchemy in collaborative public service? Challenges and future directions for the management and organization of joined-up government

“…A number of academics have attempted to bridge this gap. From the public management perspective, notable are those writing on public innovation and governance (Ranade and Hudson, 2003;Hartley, 2005;Osborne, 2006); on collaboration (Huxham and Vangen, 2005;Sullivan and Skelcher, 2006;Cropper et al, 2011;Sullivan et al, 2013); on performance management (Bevan and Hood, 2006;Lewis, 2015); on leadership and knowledge-sharing in collaboration (Hartley and Bennington, 2006;Sullivan et al, 2012); and on systems and information management (Dunleavy et al, 2006;McLoughlin and Wilson, 2013).…”

Introducing public sector eIDs: The power of actors’ translations and institutional barriers

“…Anderson, 2006). A future need of research focused on identity management has also been acknowledged in fields like eGovernment as a result of public digital services (e-services) becoming more advanced and dependent of personal data and in turn secure authentication processes (Dunleavy et al, 2006). Moreover, the increased need for identity management can also be seen as a result of individuals having multiple identities each bound to a specific electronic context or service and clearly related to the increased level of remote interaction and communication between individuals and organisations and governments (Beynon-Davies, 2006).…”