2016
DOI: 10.1016/j.giq.2016.01.005
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The use of smart work in government: Empirical analysis of Korean experiences

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Cited by 57 publications
(57 citation statements)
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References 41 publications
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“…The results in Table 7 are evidence that attitude does strongly impact on the usage of GRP systems. Findings were supported by prior research which indicates that employees' positive perception of an innovation affects the acceptance and continuous usage of the system [72,91,127,128]. When an individual employee has a favorable attitude toward a system, he or she is likely to use the system in their daily work activities.…”
Section: Hypothesissupporting
confidence: 64%
“…The results in Table 7 are evidence that attitude does strongly impact on the usage of GRP systems. Findings were supported by prior research which indicates that employees' positive perception of an innovation affects the acceptance and continuous usage of the system [72,91,127,128]. When an individual employee has a favorable attitude toward a system, he or she is likely to use the system in their daily work activities.…”
Section: Hypothesissupporting
confidence: 64%
“…In this context of widespread use of telecommunications, it is important to initially understand the adaptation of users and the background of the implementation of this type of work. For example, Eom, Choi and Sung (2016) investigated the characteristics and behavior of South Korean government ICT users and analyzed the influence of the antecedents in the intention to use them. The study found that young people and employees in lower positions are more inclined to use government ICT and that social isolation and lack of communication, leadership and management influence negatively.…”
Section: Literature Reviewmentioning
confidence: 99%
“…The managers identified some isolated experiences of using such processes. However, knowledge, in general, is still rooted in people and knowledge-sharing is based on relationships among government employees, which must be a dynamic of concern for public management (Eom et al, 2016;Gil-Garcia et al, 2016;Johnston & Hansen, 2011;Riege & Lindsay, 2006;Scholl & Scholl, 2014).…”
Section: Discussion Discussionmentioning
confidence: 99%
“…A new form of thinking public management entails goals such as the development of an agile public administration regarding effectiveness in service delivery and resolution of issues of government and society, interdepartmental collaboration, and the implementation of a creative mix of emerging technologies for innovation in the public sector (Eom, Choi, & Sung, 2016;Liu & Zheng, 2015). New management processes, such as knowledge and intelligence management, prove to be effective in transforming data and information from the external environment in relevant knowledge to quality decisionmaking of public managers (Gil-Garcia et al, 2016;Johnston & Hansen, 2011;Monavvarian & Kasaei, 2007;Shinoda, Maximiano, & Sbragia, 2015).…”
Section: Introduction Introductionmentioning
confidence: 99%