From E-Government to E-Governance in Europe

Author(s):  
Rebecca Levy Orelli ◽  
Emanuele Padovani ◽  
Carlotta del Sordo

The influence of e-government on the modernization and growth of public sector initiatives in Europe has been deeply claimed. Little is known, however, about how the so-called shift from e-government to e-governance takes place in European governments. This chapter presents a view of both challenges and advantages of implementing e-governance strategies, by examining how closely and critically intertwined e-government and e-governance are in European countries.

Author(s):  
Carlotta del Sordo ◽  
Rebecca Levy Orelli ◽  
Emanuele Padovani

To what extent and in which direction does the recent so-called “shift from e-Government to e-Governance systems” take place in European governments? Much has been claimed and written about the influence of e-Government on the modernization and growth of public sector initiatives in Europe. Little is known, however, about how the shift from e-Government to e-Governance takes place in European governments. In particular, in this chapter, an overview of both challenges and advantages of implementing e-Governance strategies is presented, by examining how closely and critically intertwined e-Government and e-Governance are in European countries, with particular reference to the emerging ones. In fact, according to the European Commission indexes, European countries have been split in two groups: Pioneers (P) that are the “best-in-class” EU members, and Followers (F) that have only recently undertaken their path towards the ICT and e-government implementation and still have to foster the e-governance development. The authors judge this comparison as particular instructive in order to draw out some lessons that can be learnt by emerging countries about how to face these challenges.


2017 ◽  
pp. 1750-1760
Author(s):  
Carlotta del Sordo ◽  
Rebecca L. Orelli ◽  
Emanuele Padovani

Over the past several decades the demand for accountability in the field of public administration has been growing exponentially in Europe. The particular emphasis for this theme was the stimulus for the significant adoption and use of information technology systems in the public sector. Thus, the main focus of European countries has been e-government that provides process reform of the manner in which governments work, share information, and deliver services to external and internal clients. Therefore, accountability has become more critical for improving the economic, financial and organizational management of public matters. The need for accountability has pushed the Italian legislature to produce a sequence of legislative and regulatory interventions towards increased transparency in public administrations. This paper presents an account of the likely consequences that performance monitoring systems have, through e-government technology, on public service transparency and accountability. This research utilizes a study on the Brunetta reform (from the Ministry of Public Administration) to foster public sector productivity; that study's key principles are efficiency, meritocracy, accountability, and transparency.


2014 ◽  
Vol 11 (3-4) ◽  
pp. 83-102
Author(s):  
Viera Kozáková

The position of public sector in European countries is significant, especially now when Europe has a goal of smart, inclusive and sustainable growth. The paper examines manners how public sector can contribute to achievement of this goal. The aim of the paper is to investigate the existing modern perspectives on public sector and find out the linkages between them. It deals with the role and importance of intelligence, innovation and creativity in public sector processes. It examines the nature of smart, innovative and creative approach to public sector, their main factors, indicators and variables. The purpose of the paper is to introduce and point out the mentioned approaches that may provide alternatives to previous procedures in public sector. The main findings are based on the main aim of this article, which is to develop a better understanding of innovative, smart and creative approach in public sector with a particular focus on the public involvement.


2019 ◽  
Vol 9 (3) ◽  
pp. 462-486
Author(s):  
Evie Zambeta ◽  
Yulie Papadakou

This article discusses governance strategies activated in Europe aiming to monitor migration and refugee flows. A central point to be made is that migrant policy is an essential component of the wider social policy, thus representing the type of welfare provision prevalent in each particular state. Moreover, it will be argued that, apart from the wider EU immigration and asylum policies, such as the successive Dublin regulations, which constitute major parameters governing mobility, welfare state traditions and systems act as steering mechanisms to mobility, directing and redirecting flows, as they foster motives for improved life conditions among migrants. Furthermore, refugee education policies will be examined in selected European countries, with a particular focus in frontier Greece. The article asserts that education, being part of the welfare state policies, plays a pivotal role in governing migration flows in twofold ways: first, facilitating and securing mobility strategies on the part of asylum seekers; second, attracting and recruiting labor force on the part of the aging European countries.


2021 ◽  
Vol 26 (3) ◽  
pp. 469-490
Author(s):  
Colin C. Williams ◽  
Ioana Alexandra Horodnic

To tackle undeclared work in Central and East Europe, the conventional bureaucratic public sector management approach has used the hard-direct controls of penalties and increasing the risk of detection. Recently, an alternative post-bureaucratic public sector management approach has emerged advocating soft indirect controls to improve tax morale and horizontal trust. Evaluating these competing approaches using evidence from Eurobarometer surveys conducted in 2007, 2013 and 2019 in six Central and East European countries, the finding is that both approaches significantly prevent undeclared work. The outcome is a call for a new ‘hybrid’ public sector management approach combining the two.


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