Digital government transformation: A structural equation modelling analysis of driving and impeding factors
•Digital government transformation is not well-defined and hardly investigated.•Digital technologies have a limited impact on public organization’s culture and structure.•Managerial activities play an essential role in digital government transformation.•Although cultural barriers exist, they do not...
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Veröffentlicht in: | International journal of information management 2021-10, Vol.60, p.102356, Article 102356 |
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Format: | Artikel |
Sprache: | eng |
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Zusammenfassung: | •Digital government transformation is not well-defined and hardly investigated.•Digital technologies have a limited impact on public organization’s culture and structure.•Managerial activities play an essential role in digital government transformation.•Although cultural barriers exist, they do not influence transformation efforts.•Organizational barriers hinder the transformation, whereas managerial activities can help to overcome them.
Digital technologies are transforming the public sector by affecting applications, processes, culture, structure, and civil servants’ responsibilities and tasks. Yet, there is a void in research about driving and impeding factors influencing digital government transformation (DGT). The article contributes to the current debate on DGT by quantitatively assessing the transformation and its driving and impeding factors. The analyses were performed by collecting and analyzing through structural equation modeling 491 answers to a survey to Italian administrations. Results show that DGT is influenced by a combination of different factors, including the sense of urgency, the need for change, and the creation of a collaborative environment, suggesting that more effort is required for including public managers in the current debate on DGT. Organizational barriers and lack of support are impeding factors. Finally and counter-intuitively, resistance to change was not found to impede the transformation. |
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ISSN: | 0268-4012 1873-4707 |
DOI: | 10.1016/j.ijinfomgt.2021.102356 |