Nurdin Nurdin, Helana Scheepers and Rosemary Stockdale
Most studies in electronic government (e-government) sustainability focus on the role of specific actors (stakeholders such as government employees or citizens) in sustaining an…
Abstract
Purpose
Most studies in electronic government (e-government) sustainability focus on the role of specific actors (stakeholders such as government employees or citizens) in sustaining an e-government project. However, such actors may not have sufficient resources to support e-government sustainability by themselves and must collaborate across different departments and stakeholders to sustain e-government projects. This paper aims to take a social systems theory perspective on sustainable local e-government, where actors cooperate and coordinate in a social system to leverage resources for e-government sustainability in local government contexts in developing countries.
Design/methodology/approach
This paper is an interpretive study of two local e-government case studies based on in-depth interviews with local government information technology (IT) managers, local leaders and staff. Data analysis based on constructivist grounded theory is used to understand the role of a social system in sustaining e-government systems in local governments in developing countries.
Findings
The original social system theory was developed for industry initiatives and adapted for public organisations in this paper. The unique characteristics of the public sector and e-government innovation are used to identify new components of the social system related to local e-government. Local e-government is sustained through a collaboration between actors in a social system to leverage resources and reduce challenges.
Research limitations/implications
While this is an exploratory study, the cases show that the use of a social system theory consisting of institutional, management, social and economic components requires multiple lenses for investigation. This is a challenging process because it requires different areas of knowledge to carry out the research. The challenges may influence the overall outcome of this study. In addition, the two cases may generate limited insight and experiences as this study was carried out within two local governments in Indonesia. The findings may not provide a strong basis for generalization to other contexts.
Practical implications
This study offers guidance to local government IT departments to improve collaboration in a social system between local actors (such as political, managers and staff) while implementing and using e-government systems.
Social implications
Sustainable local e-government requires all actors to coordinate and cooperate in a social system to reduce financial, political and technical challenges.
Originality/value
This paper offers new insight into how a local government collaborates in a social system to realize sustainable e-government systems. Collaborating in a social system reduces common challenges and leverages resources to support e-government sustainability.
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Mak Wee, Helana Scheepers and Xuemei Tian
A key finding in the extant literature on adopting information systems has been the importance of management support and a champion. Further research has indicated that business…
Abstract
Purpose
A key finding in the extant literature on adopting information systems has been the importance of management support and a champion. Further research has indicated that business managers need to have appropriate IT knowledge and skills to lead adoption adequately. In the context of small and medium enterprises (SMEs), this role is usually assumed by the owner/manager. This research aims to synthesise these two tenets by identifying and understanding the type of business intelligence and analytics (BI&A) leadership skills that owners/managers need to develop during the adoption of BI&A.
Design/methodology/approach
Five BI&A knowledge areas are identified and connected to different types of BI&A leadership skills through qualitative in-depth case studies of fourteen Australian SMEs.
Findings
The case studies reveal that several BI&A leadership skills need to be developed to bring SMEs to higher stages of BI&A adoption.
Practical implications
This study proposes a BI&A leadership skills development framework that allows practitioners to develop progressive BI&A skills concerning managing data, analytical skills, business processes, social and cultural change, and investment decisions to achieve sustainable operational, management and strategic goals.
Originality/value
The paper takes a unique approach that links five knowledge areas to BI&A leadership skills that owners/managers need to ensure for effective adoption and orchestration of BI&A in their organisations. The BI&A leadership framework includes a developmental approach that relates to the iterative and complex nature of BI&A adoption.
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Humera Amin, Helana Scheepers and Mohsin Malik
This paper aims to examine the role of project monitoring and evaluation (M&E) in international development (ID) project stakeholders' relationships. This study draws on agency…
Abstract
Purpose
This paper aims to examine the role of project monitoring and evaluation (M&E) in international development (ID) project stakeholders' relationships. This study draws on agency theory to examine the specific role M&E plays in improving ID project impact.
Design/methodology/approach
Qualitative data comprising of in-depth interviews were collected from ID project stakeholders such as project donors, implementing partners and steering committee members.
Findings
Results of the study show that project M&E activities can serve multiple purposes including the collection of data for the assessment of inputs, outputs, outcomes and impact. This information is shared with stakeholders to assist in evidence-based decision-making to improve project impact on community. This study shows that M&E activities strengthen the relationship between stakeholders by involving multiple stakeholders at different stages of ID projects to identify community needs and to demonstrate the positive community impact. Agency issues such as goal incongruence, information asymmetry and risk-sharing affect the relationship between the stakeholders. Investing in different M&E activities can reduce these issues, ultimately leading to a positive impact at the community level.
Originality/value
There has been limited research that explores the principal-agent relationship between project stakeholders of ID projects through the lens of agency theory. The role of M&E to collect project data and address agency issues between project stakeholders to improve project impact is the novel contribution of this paper.