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E-Government-Induced Business Process Change (BPC): An Empirical Study of Current Practices

E-Government-Induced Business Process Change (BPC): An Empirical Study of Current Practices

Hans J. ("Jochen") Scholl
Copyright: © 2008 |Pages: 21
ISBN13: 9781599049472|ISBN10: 1599049473|EISBN13: 9781599049489
DOI: 10.4018/978-1-59904-947-2.ch281
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MLA

Scholl, Hans J. ("Jochen"). "E-Government-Induced Business Process Change (BPC): An Empirical Study of Current Practices." Electronic Government: Concepts, Methodologies, Tools, and Applications, edited by Ari-Veikko Anttiroiko, IGI Global, 2008, pp. 3857-3877. https://doi.org/10.4018/978-1-59904-947-2.ch281

APA

Scholl, H. J. (2008). E-Government-Induced Business Process Change (BPC): An Empirical Study of Current Practices. In A. Anttiroiko (Ed.), Electronic Government: Concepts, Methodologies, Tools, and Applications (pp. 3857-3877). IGI Global. https://doi.org/10.4018/978-1-59904-947-2.ch281

Chicago

Scholl, Hans J. ("Jochen"). "E-Government-Induced Business Process Change (BPC): An Empirical Study of Current Practices." In Electronic Government: Concepts, Methodologies, Tools, and Applications, edited by Ari-Veikko Anttiroiko, 3857-3877. Hershey, PA: IGI Global, 2008. https://doi.org/10.4018/978-1-59904-947-2.ch281

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Abstract

E-government (e-gov) projects have an increasing influence on how government business processes evolve and change. While early e-gov projects focused on government-to-public information and interaction, the second and third wave of e-gov projects also emphasize internal effectiveness and efficiency, along with intra- and interdepartmental as well as intra- and interbranch integration. With these increases in scope and scale of e-gov projects, existing business processes, including core processes, become candidates for improvement and change. While the private-sector-oriented literature on business process change abounds with descriptive and prescriptive accounts, no equivalent has been found in the public-sector-related literature. Although many insights drawn from the private sector may apply, the public sector seems to develop distinct practices. This paper contributes to the understanding of current practices in e-gov-induced business process change, comparing those practices to prescriptions derived from private-sector experience. Among other factors, the more inclusive approach observed in e-gov business process change may explain the higher success rate of public-sector projects compared to those reported from the private sector.

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