Abstract
This chapter introduces the concept of digital government and its potential to transform government operations at two different levels. The first broader level refers to the conceptualization of a national digital strategy as a way to promote social and economic development of a society as a whole. Such national digital strategy is the result of negotiations among a multitude of actors within and outside the government and involves managing challenges resulting from power imbalances among key stakeholders and the creation of appropriate institutions to ensure a long-term vision. The second level, which we call enterprise strategy, focuses on developing plans and implementing programs to facilitate the creation of technology infrastructure and systems that support the substantive work of government. Digital government enterprise strategy encompasses those who are responsible for managing information technology and systems in different government agencies and working closely with the programmatic areas to plan and implement technology initiatives that deliver public value.
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Notes
- 1.
Many of these national strategies were motivated by the United Nations (UN) World Summit on the Information Society. The first phase—the Geneva Summit in 2003—finished with a set of agreements and a road map for achieving an egalitarian information society and the promotion of information and communication technologies for development. The second summit—held in Tunis in 2005—had the main objective of discussing financing and governance issues related to the commitments from the summit in Geneva. As a result of these world summits, many governments around the world have developed national digital strategies.
- 2.
See Luis F. Luna-Reyes, J. Ramon Gil-Garcia, and Cinthia Betiny Cruz, “Collaborative Digital Government in Mexico: Some Lessons from Federal Web-Based Interorganizational Information Integration Initiatives,” Government Information Quarterly 24, no. 4 (2007): 808–26; Luis F. Luna-Reyes, J. Ramon Gil-Garcia, and Cinthia Betiny Cruz, “E-Mexico: Collaborative Structures in Mexican Public Administration,” International Journal of Cases on Electronic Commerce 3, no. 2 (2007): 54–70.
- 3.
SCT, “Sistema Nacional E-México: Justificación, Secretaría de Comunicaciones Y Transportes,” 2001
- 4.
See Sharon L. Caudle, Wilpen L. Gorr, and Kathryn E. Newcomer, “Key Information Systems Management Issues for the Public Sector,” MIS Quarterly 15, no. 2 (June 1991): 171–88.
- 5.
See Mark H. Moore, Creating Public Value: Strategic Management in Government, Reprint edition (Cambridge, MA: Harvard University Press, 1995).
- 6.
Some of the most influential works in this area are Wanda J. Orlikowski, “The Duality of Technology: Rethinking the Concept of Technology in Organizations,” Organization Science 3, no. 3 (1992): 398–427; and Jane E. Fountain, Building the Virtual State : Information Technology and Institutional Change (Washington, D.C.: Brookings Institution Press, 2001).
- 7.
See David F. Andersen, Salvatore Belardo, and Sharon S. Dawes, “Strategic Information Management: Conceptual Frameworks for the Public Sector,” Public Productivity and Management Review 17, no. 4 (1994): 335–53.
- 8.
For definitions of e-government, see J. Ramon Gil-Garcia and Luis F. Luna-Reyes, “Integrating Conceptual Approaches to E-Government,” in Encyclopedia of E-Commerce, E-Government and Mobile Commerce, ed. Mehdi Khosrow-Pour (Hershey, PA: Idea Group Inc., 2006), 636–43; A. Grönlund and Thomas A. Horan, “Introducing E-Gov: History, Definitions, and Issues,” Communications of the Association for Information Systems 15, no. 1 (2005): 713–29; S. S Dawes, “The Evolution and Continuing Challenges of Egovernance.,” Public Administration Review 68, no. S1 (2008): S86–102.
- 9.
See Calestous Juma and Lee Yee-Cheong, “Innovation: Applying Knowledge in Development,” UN Millennium Project (London: United Nations Development Programme, 2005), http://www.unmillenniumproject.org/reports/tf_science.htm.
- 10.
See Mike Wright et al., “Family Enterprise and Context,” Entrepreneurship: Theory & Practice 38, no. 6 (November 2014): 1247–60, doi:10.1111/etap.12122.
- 11.
See Fran Ackermann and Colin Eden, Making Strategy: Mapping Out Strategic Success, Second Edition (London: SAGE Publications Ltd, 2011).
- 12.
See J. Ramón. Gil-Garcia and L.F. Luna-Reyes, “Fostering the Information Society through Collaborative E-Government: Digital Community Centers and the E-Learning Program in Mexico,” in ICTs, Citizens & Governance: After the Hype, ed. A. Meijer, K. Boersma, and P. Wagenaar (Amsterdam: IOS Press, 2009), 99–118.
- 13.
See Daniel Q. Chen et al., “Information Systems Strategy: Reconceptualization, Measurement, and Implications,” MIS Quarterly 34, no. 2 (June 2010): 233–259.
- 14.
See Donna Canestraro et al., “Meeting Today’s Needs and Preparing for Tomorrow: Binghamton’s Information Management Framework” (Center for Technology in Government, University at Albany, SUNY., May 2013).
- 15.
See Peter Weill and Jeanne W. Ross, IT Savvy: What Top Executives Must Know to Go from Pain to Gain (Harvard Business Press, 2009).
- 16.
See John Bryson, Barbara Crosby, and Laura Bloomberg, eds., Public Value and Public Administration (Washington, DC: Georgetown University Press, 2015).
- 17.
See Teresa M. Harrison et al., “Open Government and E-Government: Democratic Challenges from a Public Value Perspective,” Information Polity: The International Journal of Government & Democracy in the Information Age 17, no. 2 (2012): 83–97.
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Sandoval-Almazán, R., Luna-Reyes, L.F., Luna-Reyes, D.E., Gil-Garcia, J.R., Puron-Cid, G., Picazo-Vela, S. (2017). Developing a Digital Government Strategy for Public Value Creation. In: Building Digital Government Strategies. Public Administration and Information Technology, vol 16. Springer, Cham. https://doi.org/10.1007/978-3-319-60348-3_2
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DOI: https://doi.org/10.1007/978-3-319-60348-3_2
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