Challenges of e-government implementation in health sector: a step toward validating a conceptual framework

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abdul Zahid Khan ◽  
Faisal Mahmood ◽  
Rahat Hussain Bokhari ◽  
Rabia Mushtaq ◽  
Raza Abbas
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Health Sector ◽  
Past Research ◽  
Shared Vision ◽  
Successful Implementation ◽  
Content Type ◽  
Enabling Environment ◽  
Government Project

Purpose The importance of e-government projects has been realized in the developed as well as in the developing countries of the world. The successful implementation of e-government projects is a challenging task. Public sector organizations are facing different sorts of challenges while executing e-government initiatives. The purpose of this paper is to explore issues/challenges related to e-government project implementation. Design/methodology/approach A systematic literature review (SLR) was conducted to understand the challenges of the e-government project, as mentioned in past research. The findings of this SLR helped in developing a proposed framework for e-government challenges. The proposed framework encompasses challenges and issues related to four main aspects such as technological, organizational, project management and enabling environment. These aspects need to be further explained for their remedial measures. For this purpose, an exploratory case study was conducted. The unit of analysis was one of the e-government projects of the ministry of IT. The interviews of the senior and middle management involved in the implementation of this project were conducted and transcribed. Findings The case study findings endorse a framework proposed. The findings of this research reflect the importance of creating a shared vision, adequate funding and good project management practices as an essential aspect of e-government implementation. Further, the importance of user-related issues such as involvement, capacity building and technical skills was also found critical in successfully executing and sustaining such initiatives in the organization. Further study findings provide necessary guidance for the senior management, which may help to develop effective strategies for the e-government projects in the organization. Originality/value The current study focused on developing a better understanding of the challenges commonly faced by organizations during e-government adoption and implementation related to organizational, project management, enabling environment and technological aspects.

Innovative management strategies for building and sustaining a digital initiatives department with limited resources

2018 ◽  
Vol 34 (2) ◽  
pp. 117-136 ◽  
Author(s):  
A. Miller
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Strategies ◽  
Academic Library ◽  
Collaborative Management ◽  
Strong Line ◽  
Content Type ◽  
Innovative Strategies ◽  
Other Information

Purpose The purpose of this paper is to offer and explore innovative strategies for building and sustaining digital initiatives at information organizations. Although the examples provided are based on case studies at an academic library, the practices are rooted in project management principles and therefore applicable to all library types, museums, archives and other information organizations. The innovative strategies on staffing and funding will be particularly useful to organizations faced with monetary and staffing shortages and highlights collaborative management practices. Design/methodology/approach Concept of strategic and collaborative management practices led by an experienced project manager cross-trained in management, technical and soft skills enables the successful development and sustainability of digital initiatives. A cross-trained librarian’s management practices of leading the Digital Scholarship Initiatives at a particular university will be examined as a case study and aided with literature supporting the need for digital initiatives leaders to have training beyond the credentials of librarian, curator, archivist or historian in the technologically savvy twenty-first century ecology of information centers. Findings The innovative strategies implemented in the case study yielded increases in the number of hours of digital lab usage, digital projects developed, seminars or workshops presented, attendance of library hosted events, number of programs implemented and awareness on campus, all with limited staff and funding. The variety and level of production and marketing is instrumental to the growth and sustainability of digital initiatives. Practical implications The innovative strategies emphasized in this paper use the concept of borrowed or shared time to start staffing needs and is particularly helpful to organizations that do not have a strong line of dedicated staffing or funding to begin building digital initiatives. Offers small ways to start immediately while setting the stage to plan for big ideas for the future. Originality/value This paper suggests a credentialed information expert, such as a librarian, archivist or curator, that is, also cross-trained in project management and technology is the key to not only successfully leading digital initiatives but is instrumental for its sustainability and the marketing, growth and future of digital initiatives.

Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Constance Elizabeth Kampf ◽  
Charlotte J. Brandt ◽  
Christopher G. Kampf
Keyword(s):  
Project Management ◽  
Organizational Learning ◽  
Action Research ◽  
Management Practices ◽  
Innovation Process ◽  
Theory And Practice ◽  
Organizational Level ◽  
Content Type ◽  
Innovation Project

PurposeThe purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.Design/methodology/approachMeta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.FindingsKey findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.Research limitations/implicationsThis study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.Practical implicationsFor researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.Originality/valueThis case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

Integrating service practice into project management: a matter of “do or die”?

2013 ◽  
Vol 7 (1) ◽  
pp. 5-22 ◽  
Author(s):  
Thommie Allan Burström ◽  
Mattias Jacobsson ◽  
Timothy L. Wilson
Keyword(s):  
Project Management ◽  
Product Development ◽  
Best Management Practices ◽  
Service Management ◽  
Management Practices ◽  
Development Project ◽  
Management Approach ◽  
Content Type ◽  
Product Development Project

Purpose – The purpose of this paper is to describe and analyze service management practices within a project management context. Design/methodology/approach – This research supporting conceptual developments was both exploratory and qualitative in nature and utilized an in-depth case study of a major product development project. Findings – The conceptual framework developed is applied to empirical observations of product development project. Because there is an adequate fit with observations, elements of a service management approach appear to be viable in the description, managing, and control of projects. Research limitations/implications – Because the research was built on a case study, one has the limitations common with that approach. Conversely, case studies are acknowledged as useful in the identification of important variables in situations in which there is little control over events in a real-world context. Practical implications – Customer satisfaction is a requirement of project organizations, which is an inherent requisite of any service organization. Consequently, one turns to those elements in the practice of service management that lead to best management practices. Originality/value – This paper contributes with a practice-based understanding of how project management is based on integrated service practice.

Communicate belonging? Duoethnography of an organisational change study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor
Keyword(s):  
Change Management ◽  
Sense Of Belonging ◽  
Management Practices ◽  
Organisational Change ◽  
Change Initiatives ◽  
Content Type ◽  
Inclusive Language ◽  
Employee Resistance ◽  
Practical Implications

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

scholarly journals The idea of transport independence in the Russian Arctic

2018 ◽  
Vol 48 (9) ◽  
pp. 913-930 ◽  
Author(s):  
Antonina Tsvetkova ◽  
Britta Gammelgaard
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Management Practices ◽  
Core Competencies ◽  
Strategy Implementation ◽  
Institutional Factors ◽  
Russian Arctic ◽  
Content Type ◽  
Supply Chain Strategy

PurposeThe purpose of this paper is to explore how supply chain strategies emerge and evolve in response to contextual influence.Design/methodology/approachA qualitative single-case study presents the journey of a supply chain strategy, conceptualised as the idea of transport independence in the Russian Arctic context. Data from 18 semi-structured interviews, personal observations and archival materials are interpreted through the institutional concepts of translation and editing effects.FindingsThe study reveals how supply chain strategies evolve over time and can affect institutional factors. The case study further reveals how contextual conditions make a company reconsider its core competencies as well as the role of supply chain management practices. The findings show that strategy implementation through purposeful actions can represent a powerful resistance to contextual pressures and constraints, as well as being a facilitator of change in actual supply chains and their context. During the translation of the idea of transport independence into actions, the supply chain strategy transformed itself into a form of strategic collaboration and thereby made supply chains in the Russian Arctic more integrated than before.Research limitations/implicationsMore empirical studies on strategy implementation in interaction with contextual and institutional factors are suggested. An institutional process perspective is applied in this study but the authors suggest that future research should include a human dimension by an exploration of day-to-day routines and challenges that employees face when strategising and the actions they take.Originality/valueThe study provides an understanding of how a new supply chain strategy emerges and how it changes during implementation. In this process-oriented study – merging context, process and strategy content – it is further shown that a supply chain strategy may affect the context by responding to contextual and institutional challenges.

Managing records and archives in a Hong Kong school: a case study

2018 ◽  
Vol 28 (2) ◽  
pp. 204-216 ◽  
Author(s):  
Eric C.K. Cheng
Keyword(s):  
Decision Making ◽  
Hong Kong ◽  
Management Practices ◽  
Management Approach ◽  
Record Management ◽  
Records Management ◽  
Top Down ◽  
Bottom Up ◽  
Content Type

Purpose This study aims to explore the principles and practices for managing records with the lens of functional analysis and knowledge management by using a case study that focuses on the experience of implementing records management at a public high school in Hong Kong. Design/methodology/approach A single case study is chosen as the research method for this paper. A series of qualitative interviews and documentary analysis were used to collect and triangulate the qualitative data. Findings The results show that the case school adopted a hybrid top-down and bottom-up approach to record management, facilitate decision-making and manage knowledge. The school adopted the taxonomy provided by the quality assurance framework as the functional classification in a digital archive in the records management system. Practical implications This study provides a set of taxonomy and a hybrid top-down and bottom-up approach to schools for ensuring that accurate information of all school activities is kept and can facilitate an effective and evidence-based, decision-making process. Social implications Identifying taxonomy and management practices for effective documentation in public schools can support planning, assist with organising the continuity of improvement plans and increase reporting and accountability to society. Originality/value This study offers a taxonomy and management approach to the literature of records management and the practices for promoting and improving records management in school.

Information security policy compliance: a higher education case study

2018 ◽  
Vol 26 (1) ◽  
pp. 91-108 ◽  
Author(s):  
Khaled A. Alshare ◽  
Peggy L. Lane ◽  
Michael R. Lane
Keyword(s):  
Higher Education ◽  
Information Security ◽  
Security Policy ◽  
Past Research ◽  
Faculty Members ◽  
Research Model ◽  
Security Measures ◽  
Timely Manner ◽  
Content Type

Purpose The purpose of this case study is to examine the factors that impact higher education employees’ violations of information security policy by developing a research model based on grounded theories such as deterrence theory, neutralization theory and justice theory. Design/methodology/approach The research model was tested using 195 usable responses. After conducting model validation, the hypotheses were tested using multiple linear regression. Findings The results of the study revealed that procedural justice, distributive justice, severity and celerity of sanction, privacy, responsibility and organizational security culture were significant predictors of violations of information security measures. Only interactional justice was not significant. Research limitations/implications As with any exploratory case study, this research has limitations such as the self-reported information and the method of measuring the violation of information security measures. The method of measuring information security violations has been a challenge for researchers. Of course, the best method is to capture the actual behavior. Another limitation to this case study which might have affected the results is the significant number of faculty members in the respondent pool. The shared governance culture of faculty members on a US university campus might bias the results more than in a company environment. Caution should be applied when generalizing the results of this case study. Practical implications The findings validate past research and should encourage managers to ensure employees are involved with developing and implementing information security measures. Additionally, the information security measures should be applied consistently and in a timely manner. Past research has focused more on the certainty and severity of sanctions and not as much on the celerity or swiftness of applying sanctions. The results of this research indicate there is a need to be timely (swift) in applying sanctions. The importance of information security should be grounded in company culture. Employees should have a strong sense of treating company data as they would want their own data to be treated. Social implications Engaging employees in developing and implementing information security measures will reduce employees’ violations. Additionally, giving employees the assurance that all are given the same treatment when it comes to applying sanctions will reduce the violations. Originality/value Setting and enforcing in a timely manner a solid sanction system will help in preventing information security violations. Moreover, creating a culture that fosters information security will help in positively affecting the employees’ perceptions toward privacy and responsibility, which in turn, impacts information security violations. This case study applies some existing theories in the context of the US higher education environment. The results of this case study contributed to the extension of existing theories by including new factors, on one hand, and confirming previous findings, on the other hand.

Institutional logics and risk management practices in government entities: evidence from Saudi Arabia

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peter Murr ◽  
Nieves Carrera
Keyword(s):  
Risk Management ◽  
Saudi Arabia ◽  
Management Practices ◽  
Single Case ◽  
Institutional Logics ◽  
Content Type ◽  
Traditional Logic ◽  
Adoption And Implementation ◽  
The Government

Purpose This study aims to understand how institutional logics influence the adoption and implementation of risk management (RM) practices by government entities in a non-western, developing country. Design/methodology/approach This study draws on the institutional logics perspective (ILP) to analyze a case study of a government entity in Saudi Arabia. Data were obtained from semi-structured interviews, observations and documentary evidence. Findings Findings suggest that the adoption and implementation of RM projects by Saudi governmental agencies was rooted in a traditional logic, even though the catalyst of the government for adopting a RM culture across government agencies was framed within a reform program inspired by a modernization logic. In the entity under investigation, the RM project led to an unstable situation where actors were confronted with these two competing logics. Although the project used manifestations of a modernization logic, the actions of individuals within the organization were embedded in a traditional logic. Research limitations/implications The study is based on a single case study in a specific country, limiting the generalizability of the findings. Originality/value This study provides novel evidence of the adoption and implementation of RM in governmental entities in a developing, non-western, country using ILP. Doing so enhances our knowledge about how managers struggle with competing institutional logics in an underexplored setting and enriches current accounts of key drivers and barriers of RM. It also addresses calls for a deeper understanding of the logics and managerial practices interplay in the public sector.

Identifying the effect of green human resource management practices on lean-agile (LEAGILE) and prioritizing its practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somaieh Alavi ◽  
Hamid Aghakhani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Organizational Level ◽  
Equation Modeling ◽  
Successful Implementation ◽  
Content Type ◽  
The Individual ◽  
Green Human Resource Management

PurposeThe present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.Design/methodology/approachFollowing an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.FindingsThe present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.Research limitations/implicationsThe present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.Practical implicationsThe present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.Social implicationsSuccessful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.Originality/valueEmphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.

Implementing strategic responses in the COVID-19 market crisis: a study of small and medium enterprises (SMEs) in India

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guydeuk Yeon ◽  
Paul C. Hong ◽  
Elangovan N. ◽  
Divakar G. M.
Keyword(s):  
Emerging Economies ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Performance Outcomes ◽  
Future Research ◽  
Strategic Responses ◽  
Content Type ◽  
Study Results ◽  
Medium Enterprises

Purpose The COVID-19 pandemic presents unprecedented challenges for small and medium enterprises (SMEs) in emerging economies. This paper aims to examine how India's SMEs implement their strategic responses in this crisis. Design/methodology/approach The study uses dynamic capability theory to explore the strategic responses of SMEs. Strategy implementation theory helps to explain how they implement innovative practices for outcomes. A research model defines the COVID-19 challenges, strategic responses and performance outcomes. The study reports the findings of an initial pilot study of 75 firms and follow-up case study results in the context of COVID-19. Findings Firms choose their approaches according to their perceived market risks. Case studies illustrate that firms display diverse attitudes depending on their strategic direction, leadership vision and organizational culture. They achieve different outcomes by implementing specific styles of risk management practices (e.g. risk-averting, risk-taking and risk-thriving). Research limitations/implications Although the study context is Indian SMEs, the findings suggest meaningful lessons for other emerging economies in similar crisis events. The propositions may be extended to future research in broad contexts. Practical implications Even in the extraordinary COVID-19 market crisis, SMEs with limited resources display their strategic potential by recognizing their unique capabilities, translating them into effective actions and achieving desirable outcomes. Social implications In the COVID-19 pandemic, top leaders' mental attitude, strategic perspective and routine practices are contagious. Positive leadership motivates both internal and external stakeholders with an enormous level of collaboration. Originality/value This rare study of Indian SMEs provides a theoretical framework for designing a pilot survey and conducting a case study of multiple firms. Based on these findings, testable propositions are articulated for future research in diverse organizational and national contexts.

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