EIS: it can work in the public sector
MIS Quarterly
MIS Quarterly - Special issue on IS curricula and pedagogy
The wicked relationship between organisations and information technology
Journal of End User Computing - Special issue on human-centered research and practice
Power, politics, and MIS implementation
Communications of the ACM
A survey of business process reengineering practices in Singapore
Information and Management
Applying Stakeholder Theory to e-Government
I3E '01 Proceedings of the IFIP Conference on Towards The E-Society: E-Commerce, E-Business, E-Government
Reengineering the Dutch Flower Auctions: a Framework for Analyzing Exchange Organizations
Information Systems Research
Walking atop the Cliffs--Avoiding Failure and Reducing Risk in Large-Scale E-government Projects
HICSS '02 Proceedings of the 35th Annual Hawaii International Conference on System Sciences (HICSS'02)-Volume 5 - Volume 5
Business process redesign: tactics for managing radical change
Journal of Management Information Systems - Special section: Toward a theory of business process change management
Re-engineering is dead; Long live re-engineering
International Journal of Information Management: The Journal for Information Professionals
Building sustainable community information systems: lessons from a digital government project
dg.o '05 Proceedings of the 2005 national conference on Digital government research
dg.o '06 Proceedings of the 2006 international conference on Digital government research
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E-Gov projects have an increasing influence on how government business processes evolve and change. While early e-Gov projects focused on government-to-public information and interaction, the second and third wave of e-Gov projects also emphasize internal effectiveness and efficiency along with intra- and interdepartmental as well as intra- and inter-branch integration. With these increases in scope and scale of e-Gov projects, existing business processes including core processes become candidates for improvement and change. While the private-sector-oriented literature on business process change abounds with descriptive and prescriptive accounts, no equivalent has been found in the public-sector-related literature. Although many insights drawn from the private sector may apply, the public sector seems to develop distinct practices. This paper contributes to the understanding of current practices in e-Gov-induced business process change comparing those practices to prescriptions derived from private-sector experience. Among other factors, the more inclusive approach observed in e-Gov business process change may explain the higher success rate of public-sector projects compared with those reported from the private sector.