European Journal of Information Systems
Business Dynamics
Exploring the Interrelations Between Electronic Government and the New Public Management
I3E '01 Proceedings of the IFIP Conference on Towards The E-Society: E-Commerce, E-Business, E-Government
Local Government IT Implementation Issues: A Challenge for Public Administration
HICSS '02 Proceedings of the 35th Annual Hawaii International Conference on System Sciences (HICSS'02)-Volume 5 - Volume 5
Successful e-government in Singapore
Communications of the ACM - Wireless sensor networks
Measuring e-government impact: existing practices and shortcomings
ICEC '04 Proceedings of the 6th international conference on Electronic commerce
Organizational factors affecting knowledge sharing capabilities in e-government: an empirical study
dg.o '04 Proceedings of the 2004 annual national conference on Digital government research
Information technology value through different normative lenses
Journal of Management Information Systems - Special issue: Impacts of information technology investment on organizational performance
Journal of Management Information Systems
Journal of Management Information Systems
Information technology and culture: Identifying fragmentary and holistic perspectives of culture
Information and Organization
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Government organizations differ significantly from private sector organizations in terms of their processes, culture, and ways of working. Plagued with phlegmatic and often lackadaisical work systems, government organizations tend to resist dramatic changes usually associated with technology based interventions. This study examines the effect of one dominant factor, organizational culture, on the success of e-government initiatives. To test the research model, survey data was collected from 315 respondents in 13 government organizations in India. The results indicate that a government organization which performs well on e-government projects exhibits specific cultural traits. Results also indicate that bureaucratic dimension, which emerges as the dominant cultural dimension in government organizations, is both positively and negatively related to e-government performance dimensions. The supportive and innovative dimensions of organizational culture are positively related to work process improvement and the job satisfaction of the user associated with e-government projects. Implications for practice and research are provided by interpreting the results in the context of the process paradox. The results show that while government and public sector organizations can use culture to positively impact efficiency dimensions of e-government performance, the dominant bureaucratic culture will tend to hinder systemic and enterprise-wide e-government performance.