E-Government-Induced Business Process Change (BPC)

2007 ◽  
pp. 92-119
Author(s):  
Hans J. (Jochen) Scholl
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Business Process ◽  
Business Processes ◽  
Public Information ◽  
Third Wave ◽  
Process Change ◽  
Related Literature ◽  
The Public ◽  
Inclusive Approach

E-government (e-gov) projects have an increasing influence on how government business processes evolve and change. While early e-gov projects focused on government- to-public information and interaction, the second and third wave of e-gov projects also emphasize internal effectiveness and efficiency, along with intra- and interdepartmental as well as intra- and interbranch integration. With these increases in scope and scale of e-gov projects, existing business processes, including core processes, become candidates for improvement and change. While the private-sector-oriented literature on business process change abounds with descriptive and prescriptive accounts, no equivalent has been found in the public-sector-related literature. Although many insights drawn from the private sector may apply, the public sector seems to develop distinct practices. This chapter contributes to the understanding of current practices in e-gov-induced business process change, comparing those practices to prescriptions derived from private-sector experience. Among other factors, the more inclusive approach observed in e-gov business process change may explain the higher success rate of public-sector projects compared to those reported from the private sector.

E-Government-Induced Business Process Change (BPC)

2011 ◽  
pp. 3857-3877
Author(s):  
Hans J. ("Jochen") Scholl
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Business Process ◽  
Business Processes ◽  
Public Information ◽  
Third Wave ◽  
Process Change ◽  
Related Literature ◽  
The Public ◽  
Inclusive Approach

E-government (e-gov) projects have an increasing influence on how government business processes evolve and change. While early e-gov projects focused on government-to-public information and interaction, the second and third wave of e-gov projects also emphasize internal effectiveness and efficiency, along with intra- and interdepartmental as well as intra- and interbranch integration. With these increases in scope and scale of e-gov projects, existing business processes, including core processes, become candidates for improvement and change. While the private-sector-oriented literature on business process change abounds with descriptive and prescriptive accounts, no equivalent has been found in the public-sector-related literature. Although many insights drawn from the private sector may apply, the public sector seems to develop distinct practices. This paper contributes to the understanding of current practices in e-gov-induced business process change, comparing those practices to prescriptions derived from private-sector experience. Among other factors, the more inclusive approach observed in e-gov business process change may explain the higher success rate of public-sector projects compared to those reported from the private sector.

scholarly journals A Methodology for Increasing Business Process Maturity in Public Sector

10.28945/3156 ◽  
2007 ◽  
Author(s):  
Mojca Indihar Stemberger ◽  
Andrej Kovacic ◽  
Jurij Jaklic
Keyword(s):  
Public Sector ◽  
Business Process ◽  
Business Processes ◽  
Organizational Structures ◽  
Organizational Changes ◽  
Process Change ◽  
Non Profit ◽  
The Public ◽  
Business Process Maturity

Non-profit organizations such as public sector organizations have some specifics, which make renovation projects significantly different. It is clear that radical changes in the execution of business processes and in the organizational structures are not suitable for the public sector because they are not possible for many, also political, reasons. A business process change in public sector mostly means unification of business processes, automation of some activities and elimination of some unnecessary ones. Organizational changes are achievable only to a certain limit. Therefore classic business process renovation methodologies have to be adapted. The proposed methodology that is presented in the paper has been successfully applied in a process change project at one of the Slovene Ministries, which is presented as a case study. Activities, techniques, and tools are proposed for each of the six traditional business process change project’s stages. Problems and topics to which special attention has to be paid are also discussed.

Motives, Strategic Approach, Objectives & Focal Areas in e-Gov-Induced Change

2011 ◽  
pp. 3916-3933
Author(s):  
Hans J. Scholl
Keyword(s):  
Business Process ◽  
Exploratory Study ◽  
Business Processes ◽  
Lessons Learned ◽  
Process Change ◽  
The Public ◽  
Strategic Approach ◽  
Main Driver ◽  
The Government ◽  
The Web

In its early catalogue and transaction phases, E-Government (e-Gov) has been quite successful, although some critics say that it mainly reaped the harvest of relatively low hanging fruits by making paper-based information accessible over the Web, and also by Web-enabling some existing transaction processes. The subsequent horizontal and vertical integration phases of e-Gov, those critics hold, present a greater challenge and require more technological sophistication and organizational effort. Business processes may need streamlining, change, and even replacement in order to become more citizen-centric and also increase government internal effectiveness and efficiency (IEE). This exploratory study finds that strategies and objectives for reaching the integration phase vary with focal areas and motives. However, e-Gov, it is found, is a main driver of business process change in the public sector. Many practices and lessons learned from private sector reengineering apply in the government context.

The Dimensions of Business Process Change in Electronic Government

2011 ◽  
pp. 44-67 ◽  
Author(s):  
Hans Jochen Scholl
Keyword(s):  
Private Sector ◽  
Business Process ◽  
Business Processes ◽  
Lower Cost ◽  
Developmental Stages ◽  
Electronic Government ◽  
Fundamental Change ◽  
Process Change ◽  
Stages Of Development ◽  
Doing Business

Governments at all levels and across all branches have been urged to become leaner and smarter, providing better and faster service at lower cost. Such fundamental change, however, inevitably impacts the business processes governments work by. So far, though, business process change has mostly been studied in the private sector. Electronic government (e-government, e-gov) appears as a potent enabler when reinventing the way government is doing business. According to Layne and Lee (2001), four stages of development can be distinguished in electronic government. This chapter maps the dimensions of business process change into the developmental stages of electronic government, providing a roadmap for business process change through electronic government.

scholarly journals The resurgence of business process re-engineering in public sector transformation efforts: exploring the systemic challenges and unintended consequences

2021 ◽  
Author(s):  
Vishanth Weerakkody ◽  
Marijn Janssen ◽  
Ramzi El-Haddadeh
Keyword(s):  
Public Opinion ◽  
Public Sector ◽  
Private Sector ◽  
Empirical Evidence ◽  
Business Process ◽  
Unintended Consequences ◽  
Local Authorities ◽  
The Public ◽  
Government Institutions ◽  
Institutional Structures

AbstractThe realisation of citizen-centric services in the public sector requires breaking traditional silos and transforming existing institutional structures and processes. Recent transformation efforts undertaken in government institutions have embraced business process re-engineering (BPR) concepts championed by the private sector over decades ago to facilitate such change. While public opinion continues to differ about these transformation efforts' success, there is little evidence to explain the influence of BPR on their success or failure. This paper explores BPR led public sector transformation efforts in two local authorities in Europe to evaluate the outcomes realised for both government and citizens. Empirical evidence reveals that while transformation efforts contributed towards improving efficiency and integrating processes across functions in the public sector, the institutional structures evolved into a collection of reshaped and newly formed siloes, which were distinctly focused on delivering a citizen-centric service.

scholarly journals REGULARITIES OF CYBERATRACKS IN EU COUNTRIES USING ASSOCIATION RULES

2021 ◽  
Vol 2021 (1) ◽  
Author(s):  
O. Kuzmenko ◽  
T. Dotsenko ◽  
V. Bozhenko ◽  
A. Svitlychna
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Association Rules ◽  
Digital Literacy ◽  
Public Information ◽  
Cyber Attacks ◽  
Innovative Technology ◽  
The European Union ◽  
The Public ◽  
Eu Countries

The transition to public information, the proliferation of e-commerce and the inadequate level of digital literacy have led to an increase in cyber fraud, which requires the improvement of existing and the development of new methods and ways to protect information infrastructure. The purpose of this study is to determine the patterns of cyberattacks in the European Union by using association rules. Authors have used such methods as: logical generalization – make database of cyberattacks, which includes the year, countries-victims, countries-sponsors, type and category of fraud; Data Mining - Association Rules modeling; visualization and graphic design - when make a network of associative rules of causal relationships between the studied phenomena of cyberattacks. This innovative technology to analyze data allows to identify relationships and patterns between related events or elements. The study found that in 77.14% of cases, espionage is carried out by criminals from Russia, in 88.24% - from Germany, in 93.75% - from China. 84.62% of espionage is observed in the private sector, 82.05% - in the public sector. The share of observations for which espionage is carried out from Russia is 43.55%. The share of observations for which espionage is carried out from both Germany and China is 24.19% of the sample. The largest share of observations (51.61%) corresponds to cyberattacks in the form of espionage in the public sector, and 35.48% of observations correspond to the private sector. In 76% of cases, espionage is carried out by criminals from Russia. The developed technique will allow quickly and automatically process a significant amount of input information, identify the most complete, most informative set of patterns, determine the risk of cyber fraud on the basis of European countries, to make effective decisions to manage such risk, minimize it, with the least resources. anticipation of cyber threats, counteraction to cyber attacks in the EU countries. The obtained results will be of practical value for public authorities and international organizations for the current analysis and adoption of a set of preventive measures to combat cyberthreats.

Motives, Strategic Approach, Objectives and Focal Areas in E-Gov-Induced Change

2007 ◽  
pp. 68-91 ◽  
Author(s):  
Hans J. (Jochen) Scholl
Keyword(s):  
Business Process ◽  
Exploratory Study ◽  
Business Processes ◽  
Lessons Learned ◽  
Process Change ◽  
The Public ◽  
Strategic Approach ◽  
Main Driver ◽  
The Government ◽  
The Web

In its early catalogue and transaction phases, E-Government (e-gov) has been quite successful, although some critics say that it mainly reaped the harvest of relatively low hanging fruits by making paper-based information accessible over the Web, and also by Web-enabling some existing transaction processes. The subsequent horizontal and vertical integration phases of e-gov, those critics hold, present a greater challenge and require more technological sophistication and organizational effort. Business processes may need streamlining, change, and even replacement in order to become more citizen-centric and also increase government internal effectiveness and efficiency (IEE). This exploratory study finds that strategies and objectives for reaching the integration phase vary with focal areas and motives. However, e-gov, it is found, is a main driver of business process change in the public sector. Many practices and lessons learned from private sector reengineering apply in the government context.

Mobility as a Service Operating Model to Enable Public Policy

2021 ◽  
pp. 036119812110266
Author(s):  
Christina Joy Ditmore ◽  
Angela K. Miller
Keyword(s):  
Public Policy ◽  
Public Sector ◽  
Environmental Impact ◽  
Private Sector ◽  
Public Good ◽  
Business Model ◽  
Operating Model ◽  
The Public ◽  
Equity And Access ◽  
Policy Goals

Mobility as a Service (MaaS) is the concept through which travelers plan, book, and pay for public or private transport on a single platform using either a service or subscription-based model. Observations of current projects identified two distinct approaches to enabling MaaS: the private-sector approach defined as a “business model,” and the public sector approach that manifests as an “operating model.” The distinction between these models is significant. MaaS provides a unique opportunity for the public sector to set and achieve public policy goals by leveraging emerging technologies in favor of the public good. Common policy goals that relate to transportation include equity and access considerations, environmental impact, congestion mitigation, and so forth. Strategies to address these policy goals include behavioral incentivization and infrastructure reallocation. This study substantiates two models for implementing MaaS and expanding on the public sector approach, to enable policy in favor of the public good.

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