Partnering for e‐government: Challenges for public administrators
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Abstract: Governments around the world are spending huge sums of money implementing electronic government. Public‐private partnerships with information and communication technology firms have emerged as the vehicle of choice for implementing e‐government strategies. Concerns are raised about the capacity of governments to manage these complex, multi‐year, often multi‐partner relationships that involve considerable sharing of authority, responsibility, financial resources, information and risks. The management challenges manifest themselves in the core partnering tasks: establishing a management framework for partnering; finding the right partners and making the right partnering arrangement; the management of relationships with partners in a network setting; and the measurement of the performance of e‐government partnerships. The article reviews progress being made by governments in building capacity to deal with these core partnering tasks. It concludes that many new initiatives at the central agency and departmental/ministry level seem designed to centralize control of e‐government projects and wrap them in a complex web of bureaucratic structures and processes that are, for the most part, antithetical or, at best, indifferent to the creation of strong partnerships and the business valuethat e‐government public‐private partnerships promise.
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DOI: 10.1111/j.1754-7121.2001.tb00898.x
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They would like to thank the Journal's anonymous reviewers for their helpful comments.</wicri:noCountry></affiliation></author><author><name sortKey="Harrison, Yuonne" uniqKey="Harrison Y">Yuonne Harrison</name><affiliation><mods:affiliation>John Langford is a professor in the School of Public Administration, University of Victoria, and Yvonne Harrison is a doctoral candidate in the School of Public Administration. They would like to thank the Journal's anonymous reviewers for their helpful comments.</mods:affiliation><wicri:noCountry code="subField">and Yvonne Harrison is a doctoral candidate in the School of Public Administration. 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Concerns are raised about the capacity of governments to manage these complex, multi‐year, often multi‐partner relationships that involve considerable sharing of authority, responsibility, financial resources, information and risks. The management challenges manifest themselves in the core partnering tasks: establishing a management framework for partnering; finding the right partners and making the right partnering arrangement; the management of relationships with partners in a network setting; and the measurement of the performance of e‐government partnerships. The article reviews progress being made by governments in building capacity to deal with these core partnering tasks. It concludes that many new initiatives at the central agency and departmental/ministry level seem designed to centralize control of e‐government projects and wrap them in a complex web of bureaucratic structures and processes that are, for the most part, antithetical or, at best, indifferent to the creation of strong partnerships and the business valuethat e‐government public‐private partnerships promise.</div></front></TEI><istex><corpusName>wiley</corpusName><copyrightdate>2001</copyrightdate><author><json:item><name>John Langford</name><affiliations><json:string>John Langford is a professor in the School of Public Administration, University of Victoria, and Yvonne Harrison is a doctoral candidate in the School of Public Administration. 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The management challenges manifest themselves in the core partnering tasks: establishing a management framework for partnering; finding the right partners and making the right partnering arrangement; the management of relationships with partners in a network setting; and the measurement of the performance of e‐government partnerships. The article reviews progress being made by governments in building capacity to deal with these core partnering tasks. It concludes that many new initiatives at the central agency and departmental/ministry level seem designed to centralize control of e‐government projects and wrap them in a complex web of bureaucratic structures and processes that are, for the most part, antithetical or, at best, indifferent to the creation of strong partnerships and the business valuethat e‐government public‐private partnerships promise.</p></abstract></abstractGroup></contentMeta></header></component></istex:document></istex:metadataXml><mods version="3.5"><titleInfo><title>Partnering for e‐government: Challenges for public administrators</title></titleInfo><titleInfo type="alternative"><title>Partnering for e‐government: Challenges for public administrators</title></titleInfo><name type="personal"><namePart type="given">John</namePart><namePart type="family">Langford</namePart><affiliation>John Langford is a professor in the School of Public Administration, University of Victoria, and Yvonne Harrison is a doctoral candidate in the School of Public Administration. 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Concerns are raised about the capacity of governments to manage these complex, multi‐year, often multi‐partner relationships that involve considerable sharing of authority, responsibility, financial resources, information and risks. The management challenges manifest themselves in the core partnering tasks: establishing a management framework for partnering; finding the right partners and making the right partnering arrangement; the management of relationships with partners in a network setting; and the measurement of the performance of e‐government partnerships. The article reviews progress being made by governments in building capacity to deal with these core partnering tasks. It concludes that many new initiatives at the central agency and departmental/ministry level seem designed to centralize control of e‐government projects and wrap them in a complex web of bureaucratic structures and processes that are, for the most part, antithetical or, at best, indifferent to the creation of strong partnerships and the business valuethat e‐government public‐private partnerships promise.</abstract><relatedItem type="host"><titleInfo><title>Canadian Public Administration</title></titleInfo><identifier type="ISSN">0008-4840</identifier><identifier type="eISSN">1754-7121</identifier><identifier type="DOI">10.1111/(ISSN)1754-7121</identifier><identifier type="PublisherID">CAPA</identifier><part><date>2001</date><detail type="volume"><caption>vol.</caption><number>44</number></detail><detail type="issue"><caption>no.</caption><number>4</number></detail></part></relatedItem><identifier type="istex">61ED1F4AECFE561916B71251998497D06C71FC35</identifier><identifier type="DOI">10.1111/j.1754-7121.2001.tb00898.x</identifier><identifier type="ArticleID">CAPA393</identifier><part><extent unit="pages"><start>393</start><end>416</end><total>24</total></extent><extent unit="references"><total>2</total></extent></part><recordInfo><recordOrigin>WILEY</recordOrigin><recordContentSource>Blackwell Publishing Ltd</recordContentSource></recordInfo></mods></metadata><serie></serie></istex></record>Pour manipuler ce document sous Unix (Dilib)
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