Organisational Challenges of Implementing E-Business in the Public Services

2011 ◽  
pp. 2231-2252
Author(s):  
Francesca Andreescu
Keyword(s):  
United Kingdom ◽  
Public Sector ◽  
Private Sector ◽  
Economic Activity ◽  
Public Services ◽  
Geographic Information ◽  
Information Industry ◽  
The Public ◽  
The United Kingdom ◽  
New Strategy

Underpinning £136 billion of economic activity in the United Kingdom, Britain’s National Mapping Agency is a commercialising public sector organisation having trading fund status and existing in the intersection of two different spheres—the public and the private. Recognised as a leading participant in the geographic information industry, within which it is forging partnerships with key private sector companies, the organisation has enthusiastically grasped e-business as an all-embracing phenomenon and implemented a new strategy that transformed the way it did business. Drawing on longitudinal data gathered over a period of four years, this article explores the processes of strategic and organisational transformation engendered by e-business implementation in this organisation and discusses the successful elements, as well as some of the challenges to its change efforts.

Organisational Challenges of Implementing E-Business in the Public Services

2008 ◽  
pp. 833-853
Author(s):  
Francesca Andreescu
Keyword(s):  
United Kingdom ◽  
Public Sector ◽  
Private Sector ◽  
Economic Activity ◽  
Public Services ◽  
Geographic Information ◽  
Information Industry ◽  
The Public ◽  
The United Kingdom ◽  
New Strategy

Underpinning £136 billion of economic activity in the United Kingdom, Britain’s National Mapping Agency is a commercialising public sector organisation having trading fund status and existing in the intersection of two different spheres—the public and the private. Recognised as a leading participant in the geographic information industry, within which it is forging partnerships with key private sector companies, the organisation has enthusiastically grasped e-business as an all-embracing phenomenon and implemented a new strategy that transformed the way it did business. Drawing on longitudinal data gathered over a period of four years, this article explores the processes of strategic and organisational transformation engendered by e-business implementation in this organisation and discusses the successful elements, as well as some of the challenges to its change efforts.

Organisational Challenges of Implementing E-Business in the Public Services

2009 ◽  
pp. 1665-1689
Author(s):  
Francesca Andreescu
Keyword(s):  
United Kingdom ◽  
Public Sector ◽  
Private Sector ◽  
Economic Activity ◽  
Public Services ◽  
Geographic Information ◽  
Information Industry ◽  
The Public ◽  
The United Kingdom ◽  
New Strategy

Underpinning £136 billion of economic activity in the United Kingdom, Britain’s National Mapping Agency is a commercialising public sector organisation having trading fund status and existing in the intersection of two different spheres—the public and the private. Recognised as a leading participant in the geographic information industry, within which it is forging partnerships with key private sector companies, the organisation has enthusiastically grasped ebusiness as an all-embracing phenomenon and implemented a new strategy that transformed the way it did business. Drawing on longitudinal data gathered over a period of four years, this article explores the processes of strategic and organisational transformation engendered by e-business implementation in this organisation and discusses the successful elements, as well as some of the challenges to its change efforts.

scholarly journals Taking the Ombudsman Concept into the Private Sector: Notes on the Banking Ombudsman Scheme in New Zealand

1996 ◽  
Vol 26 (2) ◽  
pp. 233
Author(s):  
Nadja Tollemache
Keyword(s):  
United Kingdom ◽  
New Zealand ◽  
Public Sector ◽  
Private Sector ◽  
French Language ◽  
The Public ◽  
The United Kingdom ◽  
Sequence Of Events ◽  
The Relationship

This article traces the development of the institution of Ombudsman in New Zealand and comments on the move of the idea from the public to the private sector. The article first discusses the historical tests for unlawfulness under the Ombudsmen Act 1962 and 1975, which focused on the public sector. The success of the Ombudsmen in the public sector then led to the appointment of New Zealand's first Banking Ombudsman in 1992, modelled on similar offices in the United Kingdom and Australia. However, the article discusses factors that distinguish New Zealand's Banking Ombudsman to that of the United Kingdom: the sequence of events, the structure of the office, and the relationship between the Parliamentary Ombudsman and those in the private sector. *Note: a French language summary of this article is provided at 244.

Public Procurement and Transparency in the Private Sector

2021 ◽  
pp. 176-194
Author(s):  
Tom Brown
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
General Public ◽  
Public Procurement ◽  
Public Authorities ◽  
Procurement Process ◽  
The Public ◽  
The United Kingdom ◽  
Pay Differences ◽  
United Kingdom Government

This chapter begins by considering public procurement in the context of equality duties. The United Kingdom government has not used the Equality Act 2010’s regulation-making powers to impose specific statutory public procurement equality duties in England, but the Welsh and Scottish Ministers have made such regulations. Equality considerations are nonetheless relevant considerations in a public authority’s public procurement decisions as part of the general public sector equality duty in section 149 of the Act. The extent to which equality can (and should) be taken into account in the public procurement process is also, therefore, relevant to private undertakings which might wish to tender for the provision of goods or services to public authorities. The chapter then addresses the provisions in the Act intended to improve transparency in the private sector by prohibiting clauses which prevent employees discussing their pay. The Act introduced, in section 78, a power to make regulations which would impose a requirement on businesses to report on gender pay differences.

scholarly journals Knowledge Management in the Public Sector

2019 ◽  
pp. 484-497 ◽  
Author(s):  
Yousif Abdullatif Albastaki ◽  
Adel Ismail Al-Alawi ◽  
Sara Abdulrahman Al-Bassam
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Private Sector ◽  
Work Environment ◽  
Public Services ◽  
Continuous Change ◽  
The Public ◽  
Government Organizations ◽  
The World ◽  
The Government

Although knowledge is recognized as a very important element of any business, the public sector does not fully explore the depth of the knowledge management (KM) as compared to private sector business. As days are passing by, public sector business has also started to realize the importance of KM. The public sector is a business that is run by the government. This sector includes organizations like government cooperation, enterprises, militaries, education, health, and related departments public services. In the public sector, the managers have started to adopt and develop practices of KM. Government organizations are facing many challenges to adapt and engage themselves in an electronic work environment. Over the years KM has grown and has been in continuous change in the public sector and has become essential to any organization in the world. Managers have been looking for a more futuristic approach for the past years. The purpose of this chapter examines the ongoing change in KM in the public sector and tackles the gap in the literature.

‘Positive direct rule’: economic policy

No Solution ◽  
2016 ◽  
Author(s):  
S.C. Aveyard
Keyword(s):  
Economic Policy ◽  
United Kingdom ◽  
Great Britain ◽  
Public Sector ◽  
Northern Ireland ◽  
Labour Government ◽  
The Public ◽  
The United Kingdom ◽  
The Uk ◽  
Positive Direct

This chapter looks at economic policy in Northern Ireland in the context of severe economic difficulties experienced by the UK as a whole. It shows how the Labour government sought to shield Northern Ireland from economic realities because of the conflict, increasing public expenditure and desperately seeking industrial investment. The level of desperation in this endeavour is illustrated through examples such as Harland & Wolff’s shipyards and the DeLorean Motor Company. The experience of the 1970s, and particularly under the Labour government, set the pattern for the following decades with a steadily increasing subvention from the rest of the United Kingdom and a growing dependence on the public sector, all at a time when the opposite trend took place in Great Britain.

scholarly journals Legitimating change in the public sector: the introduction of (rational?) accounting practices in the United Kingdom, Italy and Austria

2017 ◽  
Vol 20 (9) ◽  
pp. 1374-1399 ◽  
Author(s):  
Noel Hyndman ◽  
Mariannunziata Liguori ◽  
Renate E. Meyer ◽  
Tobias Polzer ◽  
Silvia Rota ◽  
...  
Keyword(s):  
United Kingdom ◽  
Public Sector ◽  
The Public ◽  
The United Kingdom

scholarly journals Public-Private Partnerships In Spain: Lessons And Opportunities

2011 ◽  
Vol 7 (2) ◽  
Author(s):  
Gayle Allard ◽  
Amanda Trabant
Keyword(s):  
United Kingdom ◽  
Private Sector ◽  
Public Private Partnerships ◽  
Transport Sector ◽  
Third Way ◽  
Public And Private ◽  
The Public ◽  
The United Kingdom ◽  
History Of ◽  
Public And Private Sector

Public-Private Partnerships (PPP), a marriage between public- and private-sector activity, have been employed for almost two decades as a third way to optimize the use of public funds and boost the quality of services traditionally provided by the public sector. Their use has spread from the United Kingdom to Europe and beyond, and has expanded from the transport sector to innovative projects in health, education and others. In Spain, successive governments have seized on PPPs as a solution to budget constraints at a time of dwindling EU aid and stricter fiscal targets. As a result, the use of PPPs at all levels of government has exploded since 2003 and most recently culminated in a major infrastructure plan which relies on the private sector for 40% of its total investment. Undoubtedly, this trend will bring benefits to the Spanish population in terms of more abundant, lower-cost and higher-quality services. However, there are risks implicit in the way PPP is unfolding in Spain that could limit and even undo these benefits unless steps are taken to coordinate, monitor and follow up public-private projects and to communicate their virtues to the public. Spain presents an interesting paradox in the history of PPP. While it is one of Europes oldest, most active and most enthusiastic users of PPP, it is at the same time one of the countries that has demonstrated least interest at an official level in informing, monitoring, regulating and following up projects to ensure that their deepest benefits are being achieved. Relying on PPP only for private financing entails a risk that the benefits of PPP will not be realized and public services will actually become more expensive and less satisfactory over the medium and long term. The Spanish government is advised to take steps similar to those taken in the United Kingdom, to ensure that PPP is managed correctly and hence becomes an asset and not a liability to Spanish citizens.

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