Integrating information technology into public administration : conceptual and practical considerations
By: KERNAGHAN, Kenneth; GUNRAJ, Justin
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ArticlePublisher: Toronto : IPAC, Spring 2005Canadian Public Administration : the journal of the Institute of Public Administration of Canada 47, 4, p. 525-546Abstract: Both theorists and practitioners of public administration continue to debate the extent to which public institutions and organizations are likely to be transformed by the burgeoning adoption of information technology (IT). Among those who believe that there will be a substantial, even a revolutionary, transformation, are scholars who emphasize the concept and impact of "informatization." This article focuses on the implications for public administration of the public sector's increasing reliance on IT. It is argued that IT, like information itself, is a vital resource for achieving organizational objectives. The use of IT by public organizations predisposes them to change in particular ways. As a resource, IT has inherent predispositions (e.g., requiring certain skills and investments) that lead to changes in organizational structures and management (e.g., increased dependence on the private sector). Overcoming obstacles to the potentially powerful impact of these IT predispositions will require both short-term reforms (e.g., improved partnering skills) and longer-term reforms (e.g., changes in organizational culture)
Both theorists and practitioners of public administration continue to debate the extent to which public institutions and organizations are likely to be transformed by the burgeoning adoption of information technology (IT). Among those who believe that there will be a substantial, even a revolutionary, transformation, are scholars who emphasize the concept and impact of "informatization." This article focuses on the implications for public administration of the public sector's increasing reliance on IT. It is argued that IT, like information itself, is a vital resource for achieving organizational objectives. The use of IT by public organizations predisposes them to change in particular ways. As a resource, IT has inherent predispositions (e.g., requiring certain skills and investments) that lead to changes in organizational structures and management (e.g., increased dependence on the private sector). Overcoming obstacles to the potentially powerful impact of these IT predispositions will require both short-term reforms (e.g., improved partnering skills) and longer-term reforms (e.g., changes in organizational culture)
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