Electronic government: information management capacity,organizational capabilities,and the sourcing mix |
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| Affiliation: | 1. Department of Accounting and Finance (Faculty of Business Studies), University of Granada, C/Campus Universitario de Cartuja S/N. Post Code (Box): 18071, Granada, Spain;2. Department of Computer Science and Engineering, University of Cádiz, Avda. Ramón Puyol S/N. Post Code (Box): 11202, (Algeciras-Cádiz), Spain;3. Department of Computer Science and Artificial Intelligence, University of Granada, C/Periodista Daniel Saucedo Aranda S/N, Post Code (Box): 18071, Granada, Spain;1. Institute of Management Technology (IMT), Ghaziabad, India;2. Delft University of Technology, the Netherlands;3. Åbo Akademi University, Turku, Finland;4. Indian Institute of Management, Sambalpur, India;1. Ragnar Nurkse Department of Innovation and Governance, Tallinn University of Technology, SBG, Akadeemia 3, 427, 12618 Tallinn, Estonia;2. Davis Center for Russian and Eurasian Studies, Harvard University, FAS, 1730 Cambridge St. South, Cambridge, MA 02138, USA;1. College of Information Studies, Center for Library Innovation, University of Maryland, USA;2. United Nations University Operating Unit on Policy-Driven Electronic Governance, Portugal and Departamento de Ciencias e Ingeniería de la Computación, Universidad Nacional del Sur, Argentina;3. United Nations University Operating Unit on Policy-Driven Electronic Governance, Portugal;1. Trinity College, Dublin, Ireland;2. Dublin City University, Ireland |
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| Abstract: | The information systems-related sourcing literature currently emphasizes a portfolio approach combining homegrown, hybrid, and outsourced (contracted) systems. This study found similar approaches in the sourcing for electronic government (e-Government, e-Gov). E-Gov-related sourcing mixes potentially create high switching costs and path dependency. They may also severely impact governments' information management capacity and organizational capabilities. Further, e-Government leads to business process change, all of which necessitates an increased understanding of e-Gov-related sourcing and its integration with traditional public management information systems (PMIS). In the absence of an e-Gov-specific sourcing theory, this study explores current sourcing practices and uncovers overlaps in sourcing concepts and also significant differences between private and public sourcing practices. E-Gov sourcing portfolios were found not systematically managed potentially compromising the public information management capacity. To help public managers design and manage e-Gov sourcing mixes, the article proposes framework for e-Government sourcing for further testing. |
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