Moving towards e‐government: a case study of organisational change processes

Janice M. Burn · Greg Robins

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E-Government and Public Services Information Technology Governance and Strategy Organizational Change and Leadership

Abstract

Looks at an online strategy project at Legal Aid in Western Australia. Begins with an overview of e‐government and the Western Australian Government context, and then discusses the research model and methodology. Gives a background to the case and analyses the change management process against a comprehensive model of business process change. Concludes with some lessons learned and future directions for research in this area.

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References

1984Case Study Research: Design and Methods 1993Organizational culture and leadership 1995Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector 2009Leading change: why transformation efforts fail 1988Information Technology and Organizational Change: Causal Structure in Theory and Research 1994A THEORY OF QUALITY MANAGEMENT UNDERLYING THE DEMING MANAGEMENT METHOD 1992Cycles of organizational change 1997Business Process Change and Organizational Performance: Exploring an Antecedent Model

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2005E‐voting: from apathy to adoption 2008Moving from E-Government to T-Government 2011e-Government readiness: Does national culture matter?2006Critical Success Factors of E-Government: A Proposed Model for E-Government Implementation 2017Determinants of electronic participation and electronic government maturity: Insights from cross-country data 2011Total Interpretive Structural Modeling of Continuity and Change Forces in e-Government

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