Implementing Information Technology in Government: An Empirical Assessment of the Role of Local Partnerships

O’Toole, Laurence J.; Brown, Matthew; Brudney, Jeffrey L.

doi:10.1093/oxfordjournals.jpart.a024394

Cited by 48 publications

(48 citation statements)

References 19 publications

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“…leadership skills) that was highlighted by some PPP researchers (e.g. Brown et al, 2004;Hartman et al, 1999;and, Malmborg, 2003) was also emphasised in this study. The interviewees stressed the importance to keep focused on the broader vision of the PPP project in the course of routine daily activities.…”

Section: Discussionmentioning

confidence: 67%

“…In the extant PPP literature related to the competency aspects of managing PPPs, it is reported that PPP managers from both sides of the partnership are often lacking managerial and directing skills, experience and knowledge in managing such 'hybrid' organisation forms (see for example, Brown, O'Toole et al, 2004;Hartman, Hofman et al, 1999;Malmborg, 2003). It is suggested that managerial techniques and skills designed for the traditional command-and-control hierarchical administration need to be modified to succeed in collaborative and networked partnership settings (Acar et al, 2007).…”

Section: Literature On Ppp Management Competencymentioning

confidence: 99%

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Competency Requirements for Managing Public Private Partnerships (PPPs): The Case of Infrastructure Projects in Jordan

Mistarihi¹,

Refai²,

Qaid³

et al. 2012

IJBM

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Managing public-private partnership (PPP), particularly in the implementation phase, is both theoretically and practically complex with success largely determined by how well partnerships are managed. Yet, several PPP scholars have noted that little is known about the management competency requirements to effectively manage in a PPP settings; that is described as different from traditional hierarchical 'command-and-control' management forms, and have called for further research to understand this 'black box'. This research has provided a wide-ranging account of the most significant 'soft-management' competency requirements to effectively mange in such a multi-organizational environment. It is suggested that PPP managers should be able to cope with, adapt to and be flexible to respond to changes that are frequent occurrences during the course of the partnership. Being patient and self-motivated were also qualities PPP managers should possess. Social and interpersonal skills, 'scoping in/out' ability, conceptual skills, project management skills, and, communication and coordination skills were also sets of skills important to effectively manage in a PPP settings. Further, PPP managers should also have sufficient technical and project management experience, as well as experience in negotiation and arbitration. PPP managers should be knowledgeable and qualified to manage the construction, operational and the financial aspects of the PPP project. They should also be familiar with, and use specialized programming and scheduling techniques. The findings of this research were based on data collected from in-depth interviews with 21 partner managers in two case study organizations in Jordan.

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Section: Discussionmentioning

confidence: 67%

Section: Literature On Ppp Management Competencymentioning

confidence: 99%

Competency Requirements for Managing Public Private Partnerships (PPPs): The Case of Infrastructure Projects in Jordan

Mistarihi¹,

Refai²,

Qaid³

et al. 2012

IJBM

View full text Add to dashboard Cite

show abstract

“…Managerial capacity is important for successfully implementing an e-government project (Brown, O'Toole, & Brudney, 1998;Chen & Perry, 2003;Melitski, 2003). The lessons from network management also point toward the importance of managerial capacity.…”

Section: Competent Incremental Implementation With the Creation Of Pumentioning

confidence: 99%

A comparative study of e-government XBRL implementations: The potential of improving information transparency and efficiency

Chen

2012

Government Information Quarterly

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“…Resource interdependence -in the scale for resource interdependence, items were adopted and modified from (Brown et al, 1998) to measure the interdependence of human and non-human resources such as technical expertise, administrative staff, facilities, project data and business process information. The original scale was used in the context of geographical information systems.…”

Section: Instrument Developmentmentioning

confidence: 99%

The contribution of resource interdependence to IT program performance: A social interdependence perspective

Parolia

Jiang

Klein

et al. 2011

International Journal of Project Management

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Implementing Information Technology in Government: An Empirical Assessment of the Role of Local Partnerships

Cited by 48 publications

References 19 publications

Competency Requirements for Managing Public Private Partnerships (PPPs): The Case of Infrastructure Projects in Jordan

Competency Requirements for Managing Public Private Partnerships (PPPs): The Case of Infrastructure Projects in Jordan

A comparative study of e-government XBRL implementations: The potential of improving information transparency and efficiency

The contribution of resource interdependence to IT program performance: A social interdependence perspective

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