Exploring the complexities of e‐government implementation and diffusion in a developing country

Weerakkody, Vishanth; El‐Haddadeh, Ramzi; Al‐Shafi, Shafi

doi:10.1108/17410391111106293

Cited by 63 publications

(68 citation statements)

References 103 publications

(144 reference statements)

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“…Dexter (2010) emphasised the optimal combination of individuals based on skill, roles, type, and willingness to learn as key factors for teams. The lack of required IS/IT capabilities and skills, and partnerships with industry experts in e-Government projects were mentioned as constraining factors (Alghamdi et al, 2014;Weerakkody, El-Haddadeh, et al, 2011). Table 11 presents a summary of sub-factors.…”

Section: Choosing the Bpm Teammentioning

confidence: 99%

“…Al-Mashari and Zairi (1999), reported that empowerment helps create collaborative teamwork cultures and as a result, staff at all levels take greater responsibility and accountability. The absence of empowerment will have negative consequences on e-Government initiatives (Weerakkody, El-Haddadeh, et al, 2011). BPM often requires changing the organisational structure, and attempts to implement BPM within hierarchical organisational structures (i.e.…”

Section: Empowermentmentioning

confidence: 99%

“…BPM brings radical change to organisational structures, which is often perceived as a threat (Alves et al, 2014;Axelsson et al, 2011;McAdam & Donaghy, 1999). Employees who fear the loss of authority and choice due to the introduction of technology and ICT-enabled processes show higher resistance to change (Meier et al, 2013;Weerakkody, El-Haddadeh, et al, 2011). Job security (McAdam & Donaghy, 1999) was a key factor of concern for operational staff.…”

Section: Alleviation Of Downsizing Fears (Resistance To Change)mentioning

confidence: 99%

“…Second, most developing countries face different levels of a digital divide and information poverty due to considerably underdeveloped technology infrastructure and technical know-how (Chen et al, 2006;Heeks, 2008b;United Nations, 2016;Walsham, Robey, & Sahay, 2007;Walsham & Sahay, 2006;World Bank, 2014). Third, and perhaps most important, with the exception of a few, most developing countries face volatile political, social, and economic macro-environments that may adversely affect the implementation and sustainability of process improvement initiatives (Walsham & Sahay, 2006;Weerakkody, El-Haddadeh, & Al-Shafi, 2011).…”

Section: Government Officersmentioning

confidence: 99%

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Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review

Syed

Bandara

French

et al. 2018

AJIS

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The continuously evolving and dynamic social, economic, political environments and public pressures demand governments to deliver effective and efficient public services. In the quest for meeting these demands, governments respond by designing extensive reforms and performance objectives to improve the efficiency and responsiveness of their agencies. Many governments have adopted Business Process Management (BPM) as a strategy to achieve these reforms. However, the successful implementation of BPM initiatives has been a challenging task for agencies responsible for these initiatives, with many projects not reaching completion or not achieving the intended outcomes. This paper reports the results of a systematic literature review on critical success factors (CSFs) related to BPM projects in the public sector. We analysed 31 papers in this review covering both the developed and developing country contexts, sourced from refereed and peer reviewed journals. A quasi-deductive approach was applied for the qualitative data analysis using NVivo 10 software. This resulted in the synthesis and identification of 14 critical success factors of BPM in the public sector, each defined and described in detail with specific attention to the sub-factors mentioned within the literature. Any differences between developed and developing country contexts were sought for, and the observations critically analysed. We propose a series of research questions, designed to support the progression of BPM in the public sector of developed as well as developing countries.

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Section: Choosing the Bpm Teammentioning

confidence: 99%

Section: Empowermentmentioning

confidence: 99%

Section: Alleviation Of Downsizing Fears (Resistance To Change)mentioning

confidence: 99%

Section: Government Officersmentioning

confidence: 99%

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Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review

Syed

Bandara

French

et al. 2018

AJIS

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“…Jordan is one of such developing countries, M. Al-Shboul et al (2014) [31] declared in their research that key factors and challenges affect E-government services adoption in Jordan can roughly categorized under four heading; political factors, social factors, organizational factors, and technological factors [32] [33].…”

Section: Challenges and Opportunities Affecting The Success Of E-govementioning

confidence: 99%

E-Government Strategy and Plans in Jordan

Majdalawi¹,

Almarabeh²,

Mohammad³

et al. 2015

JSEA

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Life is being developed every day in all of the life aspects. One of the major developing aspects is information technology (IT), and communication technology which makes life easier, faster, and more connected. ICT is evolving fast in Jordan and offering the government to deliver multiple delivery services with different characteristics among E-government services. The Jordanian government has invested heavily in E-government initiatives for the last 10 years to transform from traditional service delivery to more effective and efficient service to deliver high-quality customer-centric and performance-driven services to E-government stakeholders. However the global rank of E-government readiness as well as regional rank of Jordan is still in low rank according to the global countries but it is still quite according to the Arab countries. This research provides a trend analysis to find the trends (positive or negative) in the UN E-government indicators in Jordan and provides an overview to the E-government in Jordan where the researchers analyze the development of E-government in Jordan by introducing a general framework for the E-government through discussing the past, present status and the future plans for E-government in Jordan to get better service to their recipients and to improve overall progress of Jordan achievements compared with regional and global countries.

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Investigating the drivers of cybersecurity enhancement in public organizations: The case of Jordan

Al-Ma’aitah

2022

E J Info Sys Dev Countries

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Electronic government systems are broadly recognized in the modern era as useful and valid means of delivering e-services. As the importance and prevalence of egovernment services have grown, increasing attention has necessarily been placed on the cybersecurity of electronic programs. Multiple drivers have been identified as contributing to the enhancement of cybersecurity, however, there is limited empirical research confirming these drivers. The main aims of this study are to investigate the drivers of e-government cybersecurity enhancement and determine the impact of cybersecurity on the effectiveness of e-government systems. The study constructs were extracted from the human-organization-technology (HOT) theory and institutional theory. A total of 500 questionnaires were randomly distributed to information technology department staff members and e-government officials in Jordanian ministries. The resulting data were analyzed using a structural equation modeling approach. The findings indicate that technical measures, the role of senior management, coercive pressures, and memetic pressures are important drivers for enhanced cybersecurity levels in governmental organizations. The results also show that enhancing cybersecurity levels in organizations promote the effectiveness of e-government services. These conclusions offer researchers and practitioners insight as to the drivers of an enhanced cybersecurity and the importance of cybersecurity in e-government as a whole.

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Exploring the complexities of e‐government implementation and diffusion in a developing country

Cited by 63 publications

References 103 publications

Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review

Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review

E-Government Strategy and Plans in Jordan

Investigating the drivers of cybersecurity enhancement in public organizations: The case of Jordan

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