Does managerial orientation matter? The adoption of reinventing government and e‐government at the municipal level*

Abstract

This paper explores the effect of managerial innovativeness in municipal government on the adoption of e-government, and it examines the association between the adoption of e-government and its outcome. The authors posit an exploratory model: The first part of the model shows how adoption of municipal egovernment is determined by managerial innovativeness orientation, government capacity and institutional characteristics such as city size and government type. The second part suggests how e-government outcomes are associated with the adoption of e-government, government capacity and institutional characteristics. Analysing two different survey data sets of American municipal reinvention and egovernment, this study finds that managerial innovativeness orientation and city size are the most compelling determinants of municipal e-government adoption. Different levels of e-government adoption may yield different outcomes.

Determinants of E-Government Development: Some Methodological Issues

“…With this goal in mind, we adopt the explanatory framework proposed by Moon and Norris (2005), a broader one than that of Srivastava and Teo (2007), in which the level of e-government development is explained by institutional characteristics, government capacity and managerial innovation orientation.…”

Leadership and Knowledge Management in an E-Government Environment

“…Moon and Norris [12] find that adoption of municipal e-government is determined by managerial innovativeness and orientation. Additionally, Moon and Norris find that e-government outcomes are associated with the adoption of e-government, government capacity and institutional characteristics.…”

“…The validity of the MBNQA has been examined by several prior studies (e.g., [14,15]). According to one study, the effective management of an organization and the improvement of its performance and competitiveness are strongly related to information and analysis [12]. IS is also an important component of quality management, along with strategic systems, operational systems, and results according to Curkovic, Melnyk, Calantone, and Handfield [14].…”

Big Data and Evidence-Driven Decision-Making: Analyzing the Practices of Large and Mid-Sized U.S. Cities

“…Larger cities face a greater need for innovative solutions to address more complex policy problems. As a result, they are usually more willing to adopt innovative reforms or technological change [29,43,44].…”