Leaders as Mediators of Global Megatrends

Abstract

The idea of eGovernment is moving rapidly within supra-national and national and local institutions. At every level leaders are interpreting the idea, attempting to grasp either the next step or indeed the very essence of the idea itself. This chapter outlines a diagnostic framework, resting on three different dimensions; translation, interpretative frames and sensemaking, to create knowledge about the translation processes and by doing so, emphasize enactment rather than vision. The diagnostic framework is then empirically examined to explore its possible contribution to the understanding of the complexity of leader’s translating and mediating the idea of eGovernment in their local context. In conclusion it is noted that the diagnostic framework reveals a logic of appropriateness between local mediators, eGovernment, different areas of interest and appropriate organisational practices.

Diagnosing the techno‐relational action space

“…As research has already shown that many of the problems associated with the implementation of IT have to do with the frames of reference held by the members of the organisation and that their commitment to the implementation of IT is crucial for putting transformation into practice (Weick, 2001; Ebbers and van Dijk, 2007; Contini and Lanzara, 2009; Giritli‐Nygren and Lindblad‐Gidlund, 2009; Giritli‐Nygren, 2010), our framework provides an interesting source of an explanation regarding the difficulties and unforeseen outcomes associated with IT innovation and transformational government.…”

“…The background to the survey is that, when we approached the municipality (from a Swedish perspective a medium‐sized one with 95,000 inhabitants) several IT‐supported development projects had been implemented, or were about to be implemented and several actions were taken to initiate and distribute the idea of the desired transformation: various policy documents regarding eGovernment development were formulated and leaflets were produced explaining the ideas of eGovernment transformation (in which) they used the concept of 24‐hour government) to describe what was expected to be incorporated in different forms throughout the organisation. The study reported on here is, though, a part of a larger study also covering how the overarching idea of transforming government is translated on a management level, showing the importance of the idea being demythologised in order to be realised (Giritli‐Nygren and Lindblad‐Gidlund, 2009). As such, this study is a follow‐up concentrating on the mode of action in realisation terms, how those expected to perform the asked‐for transformation interpret their possibilities of acting and contributing (action space).…”

“…In the field of employee innovation research, there have been numerous studies attempting to identify the personal characteristics of individuals but rather fewer emphasising perceived individual action space (see Shalley et al , 2004 for a review). We therefore suggest that further explorations of the action strategies in relation to IT amongst public servants are needed in order to make the desired changes in the public sector work in practice, since public servants are crucial for putting transformation into practice (Contini and Lanzara, 2009; Giritli‐Nygren and Lindblad‐Gidlund, 2009; Giritli‐Nygren, 2010). Earlier research has already shown that commitment of the organisational members to the implementation of IT as a strategic tool is important, and organisational members play a key role in the implementation process (Weick, 2001; Ebbers and van Dijk, 2007).…”

A Storytelling Approach for Electronic Government Research

“…The potential offered by electronic government is great [7]. What is talked about is that every promised benefit can be realized.…”

“…We can have both increased efficiency and improved quality, simultaneously. Hence, there is no talk of contradictions between different goals [7]. Thus, to be able to move forward we need more nuanced stories.…”