000			02031naa a2200205uu 4500
001			5121916433117
003			OSt
005			20190211160415.0
008			051219s2005 xx ||||gr |0|| 0 eng d
100	1		_aBarbara Ann Allen _922773
245	1	0	_aE-Governance & government on-line in Canada : _bPartnerships, people & prospects
260			_aNew York : _bPergamon, _c2001
520	3		_aThe objective of this paper is to examine the capacity of the Canadian federal government to effectively harness information technology (IT) as an enabling force in its efforts to meet the present and emerging challenges of a digital age. The main thesis of this paper is that this necessary transformation in public sector governance and accountability is likely to be blocked by an administrative culture that may be ill suited for a digital world. In terms of how governments respond, our two sets of explanatory factors will be determinant. First, partnerships, and the emergence of new collaborative dialogues within government, between governments, and across sectors are a critical dimension. The second, and quite related variable lies in the necessary leadership of people –new skill sets, and new leaders will be required to both empower knowledge workers and defend experimental action. Yet, it is not only the skills composition of workers altering in a digital era, but rather the broader transformations of both everyday and organizational life that are also at play. In this sense, digital government must reposition itself to become an engaged and constructive partner in shaping the new governance patterns that will otherwise render it rudderless. Government must produce a new "culture" in order to harness the enormous potential of digital government
700	1		_aLuc Juilleta _922774
700	1		_aGilles Paqueta _922827
700	1		_aJeffrey Roy _922776
773	0	8	_tGovernment Information Quarterly _g18, 2, p. 93-104 _dNew York : Pergamon, 2001 _xISSN 0740-624X _w
942			_cS
998			_a20051219 _b1643^b _cAnaluiza
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c14395 _d14395
041			_aeng