The document discusses how e-government initiatives can impact organizational boundaries. It introduces different models of organizational boundaries, from the rational model which defines clear legal boundaries, to more flexible models like the cultural and open systems models. E-government can blur organizational boundaries by facilitating increased information exchange between government agencies and other organizations. This challenges traditional notions of organizational jurisdiction defined by laws and regulations. Effective management of organizational boundaries is important as boundaries become more permeable with e-government.
Law Enforcement Information Sharing And The Implications For Local Governmentguest616b97
White paper by Todd Sander, director of the Digital Communities program, with the assistance of the Digital Communities Law Enforcement Information Technology Task ForceArticle.
Excerpt: In today’s environment, successful law enforcement requires more than just a willingness to work together. It requires the ability to effectively share data, information and intelligence across multiple jurisdictional boundaries in a secure and efficient manner.
For more information and discussions about this topic, check out the "Criminal Justice Professionals Group" on GovLoop:
http://www.govloop.com/group/criminaljusticeprofessionals
Seeking legitimacy in a post truth world: Can Positioning Theory provide insi...Dr. Deborah Wise
Power and legitimacy are the bedrock on which public relations strategy is inextricably linked, even if this connection is not always observable or theorised as such. In public relations positioning, the social rights of an entity such as a company, organization, activist group, or individual are determined by the society/ies within which it operates. These socially deemed rights to operate and act equate with an entity’s power to position itself, or to assign positions to others. From a Positioning Theory perspective, to position legitimately requires entities to act in ways that align with the local moral order, that is, the cluster of collectively located beliefs about what it is right and good to do and say. There are significant differences in the range of public relations positioning actions an entity could take if they were acting in a vacuum, that is what is logically possible, and those which can be undertaken when the social context of actions is duly considered. When the social context is taken into account, the repertoire of public relations positioning actions that an entity could legitimately perform is much narrower, and it is this that separates a positioning theory approach to the analysis of power and legitimacy, from other similar approaches.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
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yahoo journals, bing journals, International Journal of Engineering Research and Development, google journals, hard copy of journal
Law Enforcement Information Sharing And The Implications For Local Governmentguest616b97
White paper by Todd Sander, director of the Digital Communities program, with the assistance of the Digital Communities Law Enforcement Information Technology Task ForceArticle.
Excerpt: In today’s environment, successful law enforcement requires more than just a willingness to work together. It requires the ability to effectively share data, information and intelligence across multiple jurisdictional boundaries in a secure and efficient manner.
For more information and discussions about this topic, check out the "Criminal Justice Professionals Group" on GovLoop:
http://www.govloop.com/group/criminaljusticeprofessionals
Seeking legitimacy in a post truth world: Can Positioning Theory provide insi...Dr. Deborah Wise
Power and legitimacy are the bedrock on which public relations strategy is inextricably linked, even if this connection is not always observable or theorised as such. In public relations positioning, the social rights of an entity such as a company, organization, activist group, or individual are determined by the society/ies within which it operates. These socially deemed rights to operate and act equate with an entity’s power to position itself, or to assign positions to others. From a Positioning Theory perspective, to position legitimately requires entities to act in ways that align with the local moral order, that is, the cluster of collectively located beliefs about what it is right and good to do and say. There are significant differences in the range of public relations positioning actions an entity could take if they were acting in a vacuum, that is what is logically possible, and those which can be undertaken when the social context of actions is duly considered. When the social context is taken into account, the repertoire of public relations positioning actions that an entity could legitimately perform is much narrower, and it is this that separates a positioning theory approach to the analysis of power and legitimacy, from other similar approaches.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
journal publishing, how to publish research paper, Call For research paper, international journal, publishing a paper, IJERD, journal of science and technology, how to get a research paper published, publishing a paper, publishing of journal, publishing of research paper, reserach and review articles, IJERD Journal, How to publish your research paper, publish research paper, open access engineering journal, Engineering journal, Mathemetics journal, Physics journal, Chemistry journal, Computer Engineering, Computer Science journal, how to submit your paper, peer reviw journal, indexed journal, reserach and review articles, engineering journal, www.ijerd.com, research journals,
yahoo journals, bing journals, International Journal of Engineering Research and Development, google journals, hard copy of journal
Digital Strategy and Integrated Marketing Communication . II Level DegreeDavide Aleo
La presentazione della mia tesi di laurea magistrale.
Web marketing e Social Media al servizio dell'impresa è il titolo della tesi, in cui spiego come le Digital Strategy possono far crescere economicamente le PMI italiane.
//
My II Level Degree thesis presentation.
Web marketing and Social Media for the company is the thesis's title, in which I explain how Digital Strategy can let grow the italian enterprises.
Integrated Communication . Sardegna ProjectDavide Aleo
File di presentazione per un progetto universitario.
Per la regione Sardegna era necessario creare una comunicazione integrata che servisse a lanciare un nuovo tipo di penna dal design innovativo sul territorio sardo.
Questa presentazione tratta di un caso studio universitario. La città di Montagnana (PD) ha il problema di un deciso calo nel turismo con pernottamento. A me ed al mio gruppo il compito di trovare una strategia adeguata, dopo l'analisi di contesto e competitors.
This presentation is a university case study. The city of Montagnana (PD) has the problem of a sharp decline in tourism overnight. To me and my group the task of finding an appropriate strategy, after the analysis of the context and competitors.
TRL102610-What is IT Governancedigital Transformation Plan Company ppt.pdfFahmiOlayah
Transformation Plan for A Company
digital Transformation Plan Company pptACME Company Digital Transformation Plan(PowerPoint slides)
You are IT project manager Chief Informa�on Technology (CIO) responsible to
develop and manage Digital transforma�on plan for A company. The Chief
Execu�ve Officer (CEO) asked you to develop short plan consist of vision, mission
and objec�ves , SWOT, strategies, organiza�on structure, roles and responsibility
(RACI chart), IT services and challenges for this project. By answering the following
ques�ons, you will demonstrate your IT governance skills to your CEO to do this
short plan.
The plan must be given in presenta�on (PowerPoint slides) no more than 15
slides. (Only presentation slides no need to present it).
1) What is your vision, mission and strategic objec�ves?
2) What is your strategic alignment model?
3) What are the 5 IT governance main domains?
4) Define your organiza�on structure chose one type only and draw it?
5) You and Your team are 5 people (Applica�on manger, IT support manger,
Security manager, Risk manager). Define RACI matrix and draw table?
6) Define term of program, project and process?
7) Name 4 skills for good project managers?
8) Define the ITIL framework to manage your IT services?Presentation of the slides, font size, color, cover page,
correct referencing, spelling…etc
(1 marks) (3 marks)
2 Clear vision, mission and strategic objectives (0 marks) (2 marks)
3 Clear 5 IT governance main domains (0 marks) (2 marks)
4 Clear organization structure, roles and responsibility
RACI matrix.
(0 marks) (2marks)
5 Clear definitions of program, project and process (0 marks) (2marks)
6 Clear skills for good project managers (0 marks) (2 marks)
7 Clear ITIL framework.
Understanding Bureaucracy in Public AdministrationHAFIZUDIN YAHAYA
Basic noted for you to understand the concept and practice of bureaucracy in government administration. what is the factors that lead to failure of bureaucracy and how to enhance the better management in public policy.
It is a known fact that things are rarely accomplished in the Indian bureaucracy, in general, and the J&K bureaucracy, in particular. Projects rarely reach their stage of culmination, for one reason or the other. The major reasons that even a layman perceives are, adherence to a plethora of rules & regulations and the primacy of means rather than ends in official work. The end result most obviously is red tapism, official delay and goal displacement. While on one hand, bureaucratic rules act as safeguards against the tyranny, favouritism and corruption in official dealings, they tend to kill dynamism, innovativeness, initiative, discretion and efficiency. In fact over bureaucratization is greatly responsible for our underdeveloped state of administration and governance. These age-old procedures and rules have over a period of time turned out to be nothing but tools in the hands of the bureaucrats, lending them power and monopolization. It is high time, conservativeness and excessive controls are done away with and new innovative, high tech modern and efficient procedures are adopted for deft and appropriate goal attainment. A study of the J&K bureaucracy vis-à-vis its rigidity of rules and procedural preferences, along with the related implications, has been depicted through this paper.
Digital Strategy and Integrated Marketing Communication . II Level DegreeDavide Aleo
La presentazione della mia tesi di laurea magistrale.
Web marketing e Social Media al servizio dell'impresa è il titolo della tesi, in cui spiego come le Digital Strategy possono far crescere economicamente le PMI italiane.
//
My II Level Degree thesis presentation.
Web marketing and Social Media for the company is the thesis's title, in which I explain how Digital Strategy can let grow the italian enterprises.
Integrated Communication . Sardegna ProjectDavide Aleo
File di presentazione per un progetto universitario.
Per la regione Sardegna era necessario creare una comunicazione integrata che servisse a lanciare un nuovo tipo di penna dal design innovativo sul territorio sardo.
Questa presentazione tratta di un caso studio universitario. La città di Montagnana (PD) ha il problema di un deciso calo nel turismo con pernottamento. A me ed al mio gruppo il compito di trovare una strategia adeguata, dopo l'analisi di contesto e competitors.
This presentation is a university case study. The city of Montagnana (PD) has the problem of a sharp decline in tourism overnight. To me and my group the task of finding an appropriate strategy, after the analysis of the context and competitors.
TRL102610-What is IT Governancedigital Transformation Plan Company ppt.pdfFahmiOlayah
Transformation Plan for A Company
digital Transformation Plan Company pptACME Company Digital Transformation Plan(PowerPoint slides)
You are IT project manager Chief Informa�on Technology (CIO) responsible to
develop and manage Digital transforma�on plan for A company. The Chief
Execu�ve Officer (CEO) asked you to develop short plan consist of vision, mission
and objec�ves , SWOT, strategies, organiza�on structure, roles and responsibility
(RACI chart), IT services and challenges for this project. By answering the following
ques�ons, you will demonstrate your IT governance skills to your CEO to do this
short plan.
The plan must be given in presenta�on (PowerPoint slides) no more than 15
slides. (Only presentation slides no need to present it).
1) What is your vision, mission and strategic objec�ves?
2) What is your strategic alignment model?
3) What are the 5 IT governance main domains?
4) Define your organiza�on structure chose one type only and draw it?
5) You and Your team are 5 people (Applica�on manger, IT support manger,
Security manager, Risk manager). Define RACI matrix and draw table?
6) Define term of program, project and process?
7) Name 4 skills for good project managers?
8) Define the ITIL framework to manage your IT services?Presentation of the slides, font size, color, cover page,
correct referencing, spelling…etc
(1 marks) (3 marks)
2 Clear vision, mission and strategic objectives (0 marks) (2 marks)
3 Clear 5 IT governance main domains (0 marks) (2 marks)
4 Clear organization structure, roles and responsibility
RACI matrix.
(0 marks) (2marks)
5 Clear definitions of program, project and process (0 marks) (2marks)
6 Clear skills for good project managers (0 marks) (2 marks)
7 Clear ITIL framework.
Understanding Bureaucracy in Public AdministrationHAFIZUDIN YAHAYA
Basic noted for you to understand the concept and practice of bureaucracy in government administration. what is the factors that lead to failure of bureaucracy and how to enhance the better management in public policy.
It is a known fact that things are rarely accomplished in the Indian bureaucracy, in general, and the J&K bureaucracy, in particular. Projects rarely reach their stage of culmination, for one reason or the other. The major reasons that even a layman perceives are, adherence to a plethora of rules & regulations and the primacy of means rather than ends in official work. The end result most obviously is red tapism, official delay and goal displacement. While on one hand, bureaucratic rules act as safeguards against the tyranny, favouritism and corruption in official dealings, they tend to kill dynamism, innovativeness, initiative, discretion and efficiency. In fact over bureaucratization is greatly responsible for our underdeveloped state of administration and governance. These age-old procedures and rules have over a period of time turned out to be nothing but tools in the hands of the bureaucrats, lending them power and monopolization. It is high time, conservativeness and excessive controls are done away with and new innovative, high tech modern and efficient procedures are adopted for deft and appropriate goal attainment. A study of the J&K bureaucracy vis-à-vis its rigidity of rules and procedural preferences, along with the related implications, has been depicted through this paper.
In a May 9, 2024 paper, Juri Opitz from the University of Zurich, along with Shira Wein and Nathan Schneider form Georgetown University, discussed the importance of linguistic expertise in natural language processing (NLP) in an era dominated by large language models (LLMs).
The authors explained that while machine translation (MT) previously relied heavily on linguists, the landscape has shifted. “Linguistics is no longer front and center in the way we build NLP systems,” they said. With the emergence of LLMs, which can generate fluent text without the need for specialized modules to handle grammar or semantic coherence, the need for linguistic expertise in NLP is being questioned.
01062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
हम आग्रह करते हैं कि जो भी सत्ता में आए, वह संविधान का पालन करे, उसकी रक्षा करे और उसे बनाए रखे।" प्रस्ताव में कुल तीन प्रमुख हस्तक्षेप और उनके तंत्र भी प्रस्तुत किए गए। पहला हस्तक्षेप स्वतंत्र मीडिया को प्रोत्साहित करके, वास्तविकता पर आधारित काउंटर नैरेटिव का निर्माण करके और सत्तारूढ़ सरकार द्वारा नियोजित मनोवैज्ञानिक हेरफेर की रणनीति का मुकाबला करके लोगों द्वारा निर्धारित कथा को बनाए रखना और उस पर कार्यकरना था।
03062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
role of women and girls in various terror groupssadiakorobi2
Women have three distinct types of involvement: direct involvement in terrorist acts; enabling of others to commit such acts; and facilitating the disengagement of others from violent or extremist groups.
31052024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
‘वोटर्स विल मस्ट प्रीवेल’ (मतदाताओं को जीतना होगा) अभियान द्वारा जारी हेल्पलाइन नंबर, 4 जून को सुबह 7 बजे से दोपहर 12 बजे तक मतगणना प्रक्रिया में कहीं भी किसी भी तरह के उल्लंघन की रिपोर्ट करने के लिए खुला रहेगा।
E government, changing jurisdictions and boundary management
1. Seminar on Electronic Government
E-Government, Changing
Jurisdictions and Boundary
Management
Victor BEKKERS
Erasmus University Rotterdam, Faculty of Social Sciences, Public Administration
Group, PO Box 1738, 3000 DR Rotterdam, The Netherlands
Reginald G. Ugaddan
SKKU Graduate School of Governance
1
2. Contents
A. Introduction
B. Organizational Jurisdictions and Legal Boundaries
C. Other Organizational Models and Other Organizational Boundaries
D. Nature of Organizational Boundaries
E. Interorganizational Information Processing
F. E-government and the Re-Definition of Organizational Boundaries
G. Management of Organizational Boundaries and Changing
Organizational Jurisdictions
2
3. Introduction
E-government is synonymous with the modernization of
Public Administration
3
4. Citizens
Exchange of Information and
knowledge & communication
Government
(E-government
Initiative)
Other GOs NGOs/POs
Companies
4
5. Blurring of Organizational Boundary
Organizational
Government Blurring of
(E-Government Geographical Organization
Initiatives)
Functional
Barriers
5
6. Blurring of Organizational Boundary
Government Quality of Service Blurring of
(E-Government Organization
Initiatives) Accessibility & Transparency
Efficiency of Gov’t Operations
6
Government
7. Reasons why boundary management is an issue in PA
1. Changing organizational boundaries affects several
organizational domains: structure of the
organization, its process, culture, and the power
relations within the organization.
2. E-government can have a profound impact on the
exchange and communication in relations with
relevant stakeholders in the environment of an
organization: the nature of existing relations could
alter while new relations could be added.
3. The boundary management of e-government has
important normative implications that are reflected in
the notion of jurisdiction.
7
8. From the notion of information ecology of
e-government… In Davenport's idea of information
ecology, it is important to take into
account the internal and external
environment in which e-government
initiatives are initiated.
External Environment
Information Architecture
Strategy of the Organization
Efficacy of ICT
Characteristics of ICT
Organizational Politics
Culture and Staff
Business Processes Internal Environment
8
9. Organizational Jurisdictions and Legal Boundaries
RATIONAL MODEL OF ORGANIZATION
Rational organization is the rational coordination of the
activities of a number of people for the achievement of some
common explicit purpose or goal, through division of labor
and function and through a hierarchy of authority and
responsibility.
Emphasis lies on the organizational structure.
How are the boundaries of organization conceived in
this model?
9
10. Organizational Jurisdictions and Legal Boundaries
Sub-goals
Tasks and competencies
All tasks and competencies are
laid down in all kinds of laws and
regulations that define its
organizational jurisdiction.
10
11. Organizational Jurisdictions and Legal Boundaries
Formalization is the extent to which rules
and procedures are followed in an
organization in order to reduce
uncertainty, variety and subjectivity.
FORMALIZATION
Organizations use formalization to increase
their rationality. In one sense formalization
is an attempt to make behavior more
predictable by standardizing it.
Formalization
11
12. Organizational Jurisdictions and Legal Boundaries
LEGAL MODEL OF THE ORGANIZATION
Government organizations should function according to
some principles of the Rechtstaat.
What is Rechtsstaat?
12
13. Rechtsstaat
Rechtsstaat (German: Rechtsstaat) is a concept in continental
European legal thinking, originally borrowed from German
jurisprudence, which can be translated as "legal state", "state of
law", "state of justice", or "state of rights". It is a "constitutional
state" in which the exercise of governmental power is
constrained by the law, and is often tied to the Anglo-American
concept of the rule of law. (Wikipedia)
13
14. Rechtsstaat
In Rechtsstaat, government action which
influences and very often restricts the behavior
of citizens should be based on the law.
The degree of formalization of the content of a task
and territorial and/or functional domain define to
some extent the legal boundaries of the
government organizations.
Constitutional Right of the Citizen. They are
seen as a safeguard against abuse of
government organizations such as right of
privacy.
14
15. Other Organizational Models and Other Organizational
Boundaries
Cultural Model of Organization
Political Model of Organization
Open System’s Model of Organization
Open’s Systems Model of Organization
Extended: Inter-organizational Relations
15
16. Other Organizational Models and Other Organizational
Boundaries
Cultural Model of Organization
an organization is a community in which it has culture
which can be described in terms of values and
norms, rituals, heroes, legends and communication
patterns. These reduce uncertainty and create stability
and safety in the organization.
Political Model of Organization
Organization is seen as an arena in the political
perspective wherein it consists of a conglomerate of
parties with conflicting, but also with mutual interests.
16
17. Other Organizational Models and Other Organizational
Boundaries
Open System’s Model of Organization
Organizations are seen as natural and open systems
that are connected to an environment through all kinds
of input and output processes. An organization draws
its resources from the environment (input) and
transforms these resources into good or services
(output).
Open’s Systems Model of Organization
Extended: Inter-organizational Relations
Organizations are not fully in control of themselves.
Access, distribution and availability of resources are
controlled by other organizations. There is some
external control and power over them.
17
18. Nature of Organizational Boundaries
Organizational boundaries refer to the
management of critical uncertainty and
ambiguity of the outside world and
uncertainty that can be controlled and
managed in the organization itself. At the
same time, organizations become more
(inter) dependent from each other, which
very often leads to an increase in the
exchange of information. ICT facilitates these
exchange process.
18
19. Inter-organizational Information Processing
Characteristics of
Communication Potential. Presence
availability in terms of sharing the same
time, place and location is not an essential
condition for effective communication
anymore.
Network technologies offer new
possibilities for establishing all kinds of
links between people and organizations.
They become ‘wired’ and the quality and
quantity of their interaction increases.
19
20. Characteristics of
Enhances the transparency and access of
organizations. Information systems of
government agencies can be consulted through
internet.
There is virtual reality. Everything that occurs
in the real world also happens in cyberspace.
20
21. Do boundaries exist in cyberspace if everything
is connected?
Through ICT information
processing, communication and
interaction are being facilitated in the
organization – wiring of organizations.
Consequently, lose some of their
autonomy.
21
22. E-Government and the Re-Definition of Organizational
Boundaries
Two (2) Types
of Scenarios
Scenarios about Scenarios
the Changing Regarding the
Direction of Changing Nature
Organizational of Organizational
Boundaries Boundaries
22
23. E-Government and the Re-Definition of Organizational
Boundaries
Two (2) Types
of Scenarios
Scenarios about Scenarios
the Changing Regarding the
Direction of Changing Nature
Organizational of Organizational
Boundaries Boundaries
23
24. E-Government and the Re-Definition of Organizational
Boundaries
Scenarios about
the Changing
Direction of
Organizational
Boundaries
The integration of
organizations
24
25. E-Government and the Re-Definition of Organizational
Boundaries
an organization tries to formalize and discipline
the exchange of data by extending its discretion
through ICT in the exchange of data. Electronic
Data Interchange (EDI) favors this kind of
colonization strategy.
Electronic Data Interchange
25
26. E-Government and the Re-Definition of Organizational
Boundaries
Scenarios about
the Changing
Direction of
Organizational
Boundaries
The integration of
organizations
26
27. E-Government and the Re-Definition of Organizational
Boundaries
In this scenario we see the opposite. The
organization can be penetrated by the
environment thereby using ICT and
confronting the focal organization with new
and unknown forms of uncertainty.
The boundaries become electronically permeable.
27
28. E-Government and the Re-Definition of Organizational
Boundaries
Scenarios about
the Changing
Direction of
Organizational
Boundaries
The integration of
organizations
28
29. E-Government and the Re-Definition of Organizational
Boundaries
The integration of
organizations
In this scenario, the information between
organizations is shared and exchanged in such
a way, that organizations integrate or couple
their information processing, planning and
other working processes in order to further
reduce uncertainty
This integration takes place between
organizations that are a member of the same
value-chain. The electronic coupling of the links
in the chain created new interdependencies
between them
29
30. E-Government and the Re-Definition of Organizational
Boundaries
Two (2) Types
of Scenarios
Scenarios about Scenarios
the Changing Regarding the
Direction of Changing Nature
Organizational of Organizational
Boundaries Boundaries
30
31. E-Government and the Re-Definition of Organizational
Boundaries
The blurring of
organizational
boundaries
Scenarios
Regarding the
The fixation of
Changing Nature organization boundaries
of Organizational
Boundaries
Controlled transparency
31
32. E-Government and the Re-Definition of Organizational
Boundaries
The blurring of
organizational
boundaries
Boundary blurring can be understood from a
cultural and political model. If people from
other organizations can look into certain
information systems, this influences the
notions like awareness and interdependency
It influences how these people at the other end
of the line conceived, for instance in terms of
‘Big Brother’.
(e.g. District Attorney’s Office of Dutch City of Rotterdam and Dutch BVE Network)
32
33. E-Government and the Re-Definition of Organizational
Boundaries
The blurring of
organizational
boundaries
Scenarios
Regarding the
The fixation of
Changing Nature organization boundaries
of Organizational
Boundaries
Controlled transparency
33
34. E-Government and the Re-Definition of Organizational
Boundaries
The fixation of
organization boundaries
Organizations are afraid of external uncertainty
that is mobilized by ICT. They try to put their
own autonomy by establishing firewalls or
buffers. Boundaries are reinforced by using ICT
applications.
it’s a company-wide network that very
often operates like the internet but has
none or a limited amount of access to the
outside world.
34
35. E-Government and the Re-Definition of Organizational
Boundaries
The blurring of
organizational
boundaries
Scenarios
Regarding the
The fixation of
Changing Nature organization boundaries
of Organizational
Boundaries
Controlled transparency
35
36. E-Government and the Re-Definition of Organizational
Boundaries
Controlled transparency
Combination of blurring and fixation of
organizational boundaries (Scenario 1 + Scenario
2).
The degree to which organizations become
transparent to each other is fixed within a certain
limits. Within a well-defined framework they
become mutually transparent.
36
37. The Management of Organizational Boundaries and
Changing Organizational Jurisdictions
Environment are being
colonized
Organizations are Blurring of
penetrated by the Boundaries
outside environment
Integration of
organizations
The management of organizational boundaries is an important strategic issue in the
discussion about the nature of E-government because E-government initiatives influence
the definition of organizational jurisdictions.
37
38. The Management of Organizational Boundaries and
Changing Organizational Jurisdictions
Issues:
1. Some jurisdictions become more powerful and
dominant while other shrink or integrate .
2. A question of whether the original description
and allocation of certain tasks and competencies
still matches with the changing organizational
boundaries and jurisdictions and the
corresponding changes in the distribution of
power.
3. Checks and balances are challenged while
perhaps new checks and balances are created
which do not correspond with well-established
principles of the legal system.
38
39. Organizational
Boundaries
Organizational
Jurisdictions
It is important to analyze and assess e-government initiatives from
information ecological perspective: looking at the complex interplay of
factors which relate to external and internal and institutional environment of
a government organization and the technology which is selected, used and
implemented.
39