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This study aims to investigate the impact of bureaucratic culture on the formulation and content of digital transformation strategies in Swedish local governments.

This research uses a qualitative content analysis method to examine strategy documents from local governments in Sweden. The analysis is focused on identifying concepts related to the definition of digital transformation strategy, organizational culture and agility. Relevant themes and insights were extracted using concept-driven coding.

The research uncovered a significant influence of bureaucratic culture on the content of strategy documents, which manifests through a strong status quo bias. This bias leads to a cautious approach toward digital innovation, limiting strategies to incremental improvements and maintenance of existing processes.

The findings highlight the need for a nuanced understanding of how organizational culture affects digital transformation. The study suggests avenues for further research, particularly in exploring mechanisms to balance bureaucratic stability with digital agility.

The research proposes recommendations for policymakers and public sector managers, advocating for an approach incorporating cultural awareness to foster a more conducive environment for digital transformation within bureaucratic settings.

This study contributes to the field by revealing the nuanced role of bureaucratic culture in shaping digital transformation strategies within the public sector. It offers a unique insight into the Swedish context.

This study aims to introduce a fully automatic process for publishing and leveraging open government data (OGD) as linked OD (LOD), called the LOD-GePEx for LOD generation, publication and exploitation. It empowers developers to harness open-source data, creating practical and beneficial citizen applications.

The LOD-GePEx approach is a three-step process. First, it transforms OGD into LOD, adhering to the four LD principles. Second, it publishes the generated LOD in the OGD portal, following accessibility best practices. Third, it exploits the published LOD through an interface that offers multiple services. In addition, this paper carried out functional and performance tests to prove the proposed approach’s effectiveness and performance.

The evaluation phase demonstrated that the LOD-GePEx approach is effective and efficient. It transforms OGD into LOD with exploitation services to enable insightful data analysis for stakeholders without intensive human workloads. Besides, it is generic; it can be used for several data sets and any case study.

The approach struggles with speed index and interactivity time in resource description framework and LOD publication generation, particularly with large government data sets. However, this work has prioritized the comprehensive exploration of the end-to-end process and handling of diverse data domains. This work implies that adopting this approach will facilitate the publication and exploitation of OGD.

The proposed approach surpasses the limitations of related works, mainly focusing on particular use cases and manual data linking, which require intensive human workloads and few or no data insights. Besides, the proposed approach is the only approach that addresses the end-to-end process of transforming, publishing and exploiting OGDs as LODs.

Following the job demands-resources theory, this study aims to investigate the role of female managers in enhancing employee well-being in terms of psychological health via workplace resources.

Based on a large-scale job stress survey of approximately 96,000 employee-year observations ranging from 2017 to 2019, this study applies structural equation modeling to construct latent workplace resources at the task, group and worksite levels and then examines the impact of female managers on employee well-being, including occupational stress, job satisfaction, work engagement and workplace cohesiveness.

The findings provide supporting evidence for the transformational leadership behaviors of female managers. The presence of women in management is associated with improved workplace resources and employee well-being, particularly workplace cohesiveness, work engagement and reduced occupational stress. These relationships are significantly mediated by workplace resources, which elucidates the underlying mechanisms involved. Notably, the positive indirect effects via workplace resources could counteract the negative direct effects of female managers. Compared with top managers, female middle managers have more substantial impacts.

In practice, it is recommended to promote female representation at the management level and strengthen policies that support female middle managers to ensure favorable effects on workplace resources. In a gender-diverse management team, it is important to share female managers’ experiences in improving employee psychological well-being.

This study provides new empirical evidence to support the transformational leadership behaviors of female managers and elucidates the mechanism of female managers’ influence on employee well-being by introducing workplace resources as mediators.