Measuring e-Governance as an Innovation in the Public Sector

Fatih ÖZLÜ

Innovation Management (IS531)

04/10/20232

OUTLINE Introduction

e-Government Evaluating e-Governance

The Innovation Management Measurement Framework(IMMF) IMMF Constructs

Methodology for Measurement e-Governance Innovation Conceptual Content Analysis on Surveys Percentage Normalizated Scores

Results of Measurement Recommendations Conclusion

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e-Government e-Government: “utilizing the internet and the

World Wide Web for delivering government information and services to citizens” (United Nations, 2001, p.1).

Key stakeholders: various units of government, private-public sector, nongovernment organizations, and citizens.

Until the end of the 20th century, offering government services to citizens through electronic media was essentially a very new idea.

e-Government was a new trend, but today?

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Evaluating e-Governance e-Governance can be referred to as an

innovation management process in the public sector (United Nations)

to evaluate e-Governance, Indices: e-Government Readiness Index (e-GRI) e-Participation Index (e-PI)

Indices: composite measurement of capacity and willingness

of Member States of the UN for e-Governance ranking countries according to their e-government

efforts like web portals, mobile technologies, other e-services

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Surveys The UN has used the Indices as metrics for

evaluating more than 50,000 online features and government

services more than 178 Member States across economic and

social sectors The surveys measure how willing and ready the

governments The surveys applied by

United Nations Public Administration Network (UNPAN) United Nations Department of Economic and Social Affairs

(UNDESA) United Nations Division for Public Economics (UNDPE)

It covers all member states of the UN

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IMMF (Innovation Management Measurement Framework) a innovation measurement methodology many organizations have difficulties in

define the scope of innovations, quantify the measures of innovations,

create benchmarks for the innovation management processes,

evaluate innovation management processes. to evaluate innovative activities in

organizations against proposed framework of innovation management measurements.

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IMMF Constructs

The IMMF measures innovation management using by seven inductively derived constructs:

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IMMF Constructs Inputs

resources ranging from human and physical resources to financial resources

process of generating innovative Ideas SubConstructs:

People Physical and financial resources Tools

Knowledge Management idea generation tacit and explicit types of information in organizations SubConstructs:

Idea generation Knowledge repository Information Flow

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IMMF Constructs Innovation Strategy

organizations' new products resource allocations for innovation business-related processes in competitive environment SubConstructs

Strategic orientation Strategic leadership

Organization and Culture cultural and structural elements interaction frequency of various units in the organization nature and features of organizational work culture SubConstructs

Culture Structure

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IMMF Constructs Portfolio Management

scoring and optimization models return on investment balance sheets between high-gain vs low-gain projects SubConstructs

Risk/return balance Optimization tool use

Project Management the process of converting inputs into a marketable innovation information and communication technologies SubConstructs

Project efficiency Tools Communications Collaboration

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IMMF Constructs Commercialization

taking innovation to markets marketing, sales and distribution SubConstructs

Market research Market testing Marketing and sales

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Methodology of Measurement IMMF is applied with selected surveys namely:

Benchmarking e-Government: A Global Perspective (United Nations, 2001);

The UN Global e-Government Survey 2003 (United Nations, 2003);

Global e-Government Readiness Report 2004: Towards Access for Opportunity (United Nations, 2004);

Global e-Government Readiness Report 2005: From e-Government to e-Inclusion (United Nations, 2005); and

The UN e-Government Survey 2008: From e-Government to Connected Governance (United Nations, 2008).

Conceptual content analysis is used for analyzing surveys By conceptual content analysis, the IMMF measures the

degree of which the existing Surveys assess innovation in e-Government initiatives

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Conceptual Content Analysis A dictionary of items is defined to measure

the occurrence of constructs. Various words and combinations relevant to all

IMMF’s seven constructs/subconstructs are defined as concepts.

Outcomes of content analysis are typically summarized and compared to better describe communication data

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Concepts in Surveys As a part of this research

method, conceptual content analysis was carried out,

by using a software named Concordance 2.0.

key words are selected pick lists are formed frequency count for all of

the concepts in all of the Surveys.

“innovat*”=innovate, innovation, innovated and innovative

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Frequency Count

Project Management digitatization of goverments through ICTs with web sites

Organization&Culture governments pay attention towards organizational environment

Portfolio Management complexity in measuring return on investments

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PNS(Percentage Normalized Scores) large variation in terms of the content size of all five Surveys. the one published in 2003, is the shortest in size with just 81

pages, whereas the largest in size was published in 2004 with 270 pages.

direct comparison of frequency count would introduce error, and could challenge the internal validity of this research.

Hence PNS were calculated. For example, in the 2008 Survey, frequency count of Inputs

summed up to 482. The total frequency count for all seven constructs from the IMMF equaled to 10,738.

The percentage normalized score for Inputs in the 2008 Survey:

=(Frequency Count of Inputs/Total Frequency Count)*100 =(482 /10.738)*100 =4:4887 = Approximated to 4:489

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Research Design

after PNS,graphical figure of the results

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Results High correlation in Knowledge Management

and Innovation strategy natural interdependence of innovation and

knowledge management

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Results High drop in the Project Management

construct not remain heavily emphasized criteria, any more UN has shifted its focus from investments in ICT to

building human skills and human capital.

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Recommendations for more powerful Indices R1: there is need to balance criteria between

hard (ICTs) and soft components (people, information and processes) of e-Governance high gap between Project Management(average of

29.546%)-Knowledge Management(average of 10.993%)

narrowing gap between Project Management and Knowledge Management

instead of heavily paying attention to ICTs, focus on relations between people, process and information.

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Recommendations for more powerful Indices R2: better equip the UN for assessing

capabilities of Member States for empowering their citizens with knowledge and information

pay attention: types of software and hardware used to develop

web portals and e-Government interfaces, level of expertise, skills, and education levels of

employees the degree of outsourced e-Government projects, the features associated with public-private

partnerships

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Recommendations for more powerful Indices R3: bringing greater equity to e-Readiness

rankings assigned to Member States of the UN The existing e-Government assessments take into

account only the end products, for example: websites represent just one type of e-Government initiatives

but UN assessments do not attempt to quantify unique dynamics among social, economic and cultural contexts

For the equal amount of investment made by the U.S. and Africa, there is a very high likelihood that the African government's willingness and capacity for e-Government is higher than U.S

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Recommendations for more powerful Indices R4: efficiency of an e-Government initiative

could be achieved by paying more attention to the Portfolio Management construct, which has a PNS of 0.34% on average. Portfolio Management as a combination of

risk-to-return ratio and optimization tools return on investment (ROI), breakeven values

(BEV) for investments in e-Government efforts would give information about increasing value of an e-Government initiative

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Conclusion e-Governance can be

referred as an innovation management process.

with the help of IMMF, conceptual content analysis run on the existing surveys

this study demonstrates new way of analyzing existing practices of the UN.

proposes a set of recommendations.

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End… Any Questions?