Automatic generation of roadmap for e-government implementation

E-government research deals with ‘wicked’ problems that require
multidisciplinary approaches to gain a full understanding. One of the main
challenges of e-government is to induce change in the structure of public
organizations to realize its full potential. This paper investigates e-government
induced change using two complementary theoretical lenses applied to an egovernment case study. We use organization theories to explore aspects of
organizational structure that may change when implementating e-government
and structuration theory to investigate how these aspects are affected by human
action within its social structure. This combination allows us to investigate the
discrepancy between the ambitions of e-government induced change and the
actual changes accomplished in practice. Our analysis shows that using these
two frames gives us better insight into the thorny subject of e-government than
using a single theory. Further research should look into how these theories can
be used to deepen our knowledge of e-government.