Partnering for e-government : challenges for public administrators
By: LANGFORD, John
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Contributor(s): HARRISON, Yvonne.
Material type: 
ArticlePublisher: 2001Canadian Public Administration 44, 4, p. 393-416Abstract: 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, responsiblity, financial resources, information and risks. The management challenges manifest themselves in the core partnering tasks: establising a management framework for partnering; finding the right partners and making the right partnering arrangement; the management of realationships with partners in network setting; and the measurement of the performance of e-government partnerships. The article reviews progress being made by government in building capacity to deal with these core partnering tasks. It concludes that many new initiatives at the central agency and deparmentalministry level seem designed to centralize control of e-goverment projects and wrap them in complex web of bureaucratic structures and process that are, for the most part, antithetical or, at beast, indifferent to the creation of strong partnerships and the business value that e-government public-private partnerships promise
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
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, responsiblity, financial resources, information and risks. The management challenges manifest themselves in the core partnering tasks: establising a management framework for partnering; finding the right partners and making the right partnering arrangement; the management of realationships with partners in network setting; and the measurement of the performance of e-government partnerships. The article reviews progress being made by government in building capacity to deal with these core partnering tasks. It concludes that many new initiatives at the central agency and deparmentalministry level seem designed to centralize control of e-goverment projects and wrap them in complex web of bureaucratic structures and process that are, for the most part, antithetical or, at beast, indifferent to the creation of strong partnerships and the business value that e-government public-private partnerships promise
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