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Service innovation for e-government: a broadband-based example

Service innovation for e-government: a broadband-based example This paper investigates the relationship between broadband and service innovation in an e-government context. We ask, what characterises successful broadband-based service innovation projects in the public sector? The research approach is a quantitative survey in a large public broadband diffusion initiative in Norway. The paper offers three conclusions. First, broadband-based service innovation is seen as a two-step process; first a technologically oriented project, followed by an organisational implementation. The focus of the project manager should be on the second of the phases, not the first. Second, the engagement of a professional external project manager does not support service innovation. The reason is that the external project manager lacks the necessary local knowledge and alliances with central stakeholders. Third, traditional project management is not well suited to understand and manage service innovation. Our contribution is aimed at the e-government research community, but our conclusions are also relevant for project managers and public sector managers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Electronic Government, an International Journal Inderscience Publishers

Service innovation for e-government: a broadband-based example

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Publisher
Inderscience Publishers
Copyright
Copyright © Inderscience Enterprises Ltd. All rights reserved
ISSN
1740-7494
eISSN
1740-7508
Publisher site
See Article on Publisher Site

Abstract

This paper investigates the relationship between broadband and service innovation in an e-government context. We ask, what characterises successful broadband-based service innovation projects in the public sector? The research approach is a quantitative survey in a large public broadband diffusion initiative in Norway. The paper offers three conclusions. First, broadband-based service innovation is seen as a two-step process; first a technologically oriented project, followed by an organisational implementation. The focus of the project manager should be on the second of the phases, not the first. Second, the engagement of a professional external project manager does not support service innovation. The reason is that the external project manager lacks the necessary local knowledge and alliances with central stakeholders. Third, traditional project management is not well suited to understand and manage service innovation. Our contribution is aimed at the e-government research community, but our conclusions are also relevant for project managers and public sector managers.

Journal

Electronic Government, an International JournalInderscience Publishers

Published: Jan 1, 2007

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