Theorizing E-Government- A Resource-Based View.ppt

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1、1,Theorizing E-Government: A Resource-Based View,Calvin M.L. Chan,19 July 2004 University of Nottingham,2,Agenda,E-Government Research Question Resource-Based View Resource Complementarity Resource Complementarity in IS Case Background Methodology Case Analysis Discussion Conclusion,3,E-Government,B

2、roadly defined as the use of IT facilitate the business of government (Moon 2002; UN Watson & Mundy 2001) e-Consulation (Whyte & Macintosh 2003) e-Voting (Ohlin & Hallgren 2003) e-Rulemaking (Fountain 2003) e-Services (Gant & Gant 2002),4,E-Government,Significance of e-Government Billions of dollars

3、 investment (AFP 2003; BUSINESSWIRE 2002; Layne Snellen 2001),5,E-Government,Challenges of e-Government are mostly organisational Zhu 2004),6,E-Government,Little research on how government organisations actually achieves the promised capabilities through e-government initiativesFewer empirical studi

4、es on e-government at the organisational level Objective: Understand the process of how the promised capabilities can be achievedResearch Question Has the promised capabilities been achieved? Why is it that government organisations (did not) managed to achieve the promised capabilities of e-Governme

5、nt?,7,Resource-Based View,Stresses the management of the heterogeneous set of resources in firms as source of competitive advantage (Amit Zollo & Winter 2002),8,Resource Complementarity,One noted way of resource manipulation in developing new capabilities is through achieving resource complementarit

6、y (Amit Khanna et al. 1998),9,Resource Complementarity in IS,The use of IT resources are complemented by other organisational resources in delivering organisational value (Benjamin Walton 1989) Nature of this role is largely unknown (Wade & Hulland 2004),10,Resource Complementarity in IS,IT Resource

7、s IT infrastructure of a firm (Bharadwaj 2000; Melville et al. 2004; Peppard Wade & Hulland 2004),11,Resource Complementarity in IS,Non-IT Organisational ResourcesFinancial (Gant 1991; Mata et al. 1995) Human, Skills Vergin & Qoronfleh 1998),12,Applying Resource Complementarity to E-Government,13,Ca

8、se Background,Feedback Unit set up in 1985Towards a more consultative GovernmentTo be “a forum to understand major policies, ask questions, make suggestions, & generally participate in working out a solution” - PM Goh Chok Tong Solicit citizens feedback to fine-tune & shape national policies Enhance

9、 citizens understanding of the rationale behind policies,14,Case Background,Stated Aims: Receive & process suggestions from the public on national policies & problems Ensure swift & effective response by government departments to public suggestions & complaints Initiate & co-ordinate programmes to i

10、nform & educate the public about national issues Gather feedback on existing or impending government policies & their implementation with a view to improving them,15,Case Background,Established means of achieving its aims,16,Case Background,Established means of achieving its aims,17,Case Background,

11、Established means of achieving its aims,18,Case Background,The e-Consultation Portal Initially conceptualised when reviewing the adequacy of existing means & explore other means to be more effective Visited Canada, UK & USA to get ideas & realised that ICT was leveraged for online consultation Explo

12、red KM Portals for online consultation Approached by MOF on assuming ownership of a Government Consultation Portal Capital funding provided by MOF Limited technical support provided through MOF Development was outsourced Started Work in October 2002 Launched in April 2003 Considered a success with 2

13、 millions hits within first month of launch,19,Case Background,The e-Consultation Portal,20,Case Background,New Means through e-Consultation Portal,21,Case Background,New Means through e-Consultation Portal,22,Case Background,New Means through e-Consultation Portal,23,Case Background,New Means throu

14、gh e-Consultation Portal,24,Case Background,New Means through e-Consultation Portal,25,Methodology,Case Study In-depth exploratory investigation of contemporary events (Yin 1994) Rich description of social context (Strauss 45 min 2.5 hrs each session) Director Deputy Director 2 X Managers 7 X Execut

15、ives 1 X IT Executive 1 X Clerical 2 X External Agency Users,26,Methodology,Secondary Data Sources Survey forms Surfing the Portal),27,Methodology,Interpretive Data Analysis (Walsham 1995) Support extension of theory to additional context (Lee Yin 1994),28,Preliminary Analysis,Evidence of New Capabi

16、lities Customer Orientation More Choices for Customers“When the Unit started out, consultation was largely restricted to Dialogue Sessions. Over the years, it has built up an array of channels for Singaporeans to give their views. Today, I am pleased to say that you are spoilt for choices.” - Chairm

17、an Greater Convenience/ Increase Accessibility“the portal will be an additional platform to enhance our capability to reach out to more sectors of the population. And its quite convenient for Singaporeans to just give their views through the portal because its Internet and everywhere they go, anytim

18、e, they can just give their views.” - Executive“I was invited to attend one of the sessions, but because of work-related travel which used to take up 70% of my time, was unable to attend. With this in place, people like me will have the flexibility of providing feedback at their convenience.” - Citi

19、zen,29,Preliminary Analysis,Evidence of New Capabilities Efficiency & Effectiveness Reaching New Customer Base“Because this portal will reach out to overseas Singaporeans to get their views as well. So by having them to be involved and participate in the process of giving feedback, were actually del

20、ighting the overseas citizens and make them feel involved Even though theyre geographically outside Singapore.” - Executive“Feedback from the conventional would be usually not computer-savvy, middle-aged. Those that are from the Portal would be those young, Net-savvy. And these two groups of people

21、give different views.” - Executive,30,Preliminary Analysis,Evidence of New Capabilities Efficiency & Effectiveness Increase in Number of Feedback Received“Since the launch of the portal, we noticed that theres an increase in the number of feedback cases or feedback submitted through the portal. I th

22、ink on average, through the portal itself, weve received about between 200-400 inputs per month and that is on top of the regular feedback email that came in through our generic email account.” ExecutiveAverage Monthly Before Portal: 534 Average Monthly After Portal : 631,31,Preliminary Analysis,Evi

23、dence of New Capabilities Enhanced Process of Democracy Increased Consultation “The consultation channels serve more than just a feedback conduit for the people. The opening up of more channels has led to greater consultation by the Government, as government agencies turn to the Feedback Unit to org

24、anise or facilitate their dialogue sessions. Last year, the Unit facilitated 39 dialogue sessions requested by six agencies. More are also conducting online consultation via the Portal. Since its launch, 15 ministries and government agencies have posted pre-policy consultation papers. We are seeing

25、a consultative culture gradually evolving among the government agencies.” - Chairman,32,Preliminary Analysis,IT Resources Application & Software Email Web Chat Online Forum File Sharing Database Management Systems Operating SystemsHardware Network Firewalls Application Servers Web Servers Databases,

26、33,Preliminary Analysis,Non-IT Organisational Resources,34,Preliminary Analysis,Complementarity Between IT & Non-IT ResourcesMore Choices for Customers Greater Convenience/ Increase Accessibility Financial Human, Skills & Knowledge (Outsourcing) Relationship with External Stakeholders (Publicity) Le

27、adership Organisational Culture (History (Mata et al. 1995 ) Existing Channels,35,Preliminary Analysis,Complementarity Between IT & Non-IT ResourcesReaching New Customer Base Increase in Number of Feedback Received Financial Human, Skills & Knowledge (Outsourcing) Relationship with External Stakehol

28、ders (Publicity) Leadership Organisational Reputation (Recognised Authority) Existing Channels,36,Preliminary Analysis,Complementarity Between IT & Non-IT ResourcesIncreased Consultation Financial Human, Skills & Knowledge (Outsourcing) Relationship with External Stakeholders (Other Agencies (Beard

29、& Summer 2004) Leadership - Political & Administrative Organisational Culture (History (Mata et al. 1995 ) Organisational Reputation (Recognised Authority) Existing Channels,37,Discussion,PublicityPolitical LeadershipOutsourcing - PPPHistory InimitabilityRecognised Authority InimitabilityExisting Ch

30、annels Redundancy,38,Future Research,Analysis Analyse the process of developing resource complementarity in the achievement of the capabilities Identify if there are any key non-IT resources that keep recurring and attempt to substantiate their criticality Develop groupings of non-IT resources Differentiate between asset, capability Sanchez 2001)Further Work Additional 2-3 cases,39,The EndComments & Questions,40,Hierarchical,Supervisory Council,Director,Chairman of Supervisory Council,Deputy Director,Executives,Clerical Staff,Back,