One-Stop Shops Reform in China as Sequencing： A Case of Chuzhou City

The article describes the action trajectory and the value concept of e-government service innovation in Chuzhou City, Anhui Province during 2006-2012. The background, value orientation, innovation, and reconstruction results as well as implementation strategy of the sequence of four rounds of reorganizing a one-stop shop structure are analyzed. From the perspective of overall efficiency of government services, some recommendations are put forward to break fragmented services of local government. At the level of central government, ideas and future directions have been discussed. In this respect, the Chuzhou City Government has been a pace-setter. Last year, it launched a new round of government reorganization. The aims are to realize every ordinary matter by applying one examination and approval and one review exercise; further increase the rate of on-spot handling; and try to ensure that for every complex matter, the three steps of reception, examination, and approval procedure should be completed in five days.     

E-government gateway project and authentication： The case of Turkey

Parallel to the advancements in information and communication technologies, certain risks and security problems also arise, one of which is the authentication problem. In order to control who can have access to information sources, it is of utmost importance to develop an advanced authentication mechanism. It is through this mechanism that one can protect personal information, and prevent unauthorized access to the information or services provided. Likewise, this mechanism can block unauthorized persons to change or release information that is not public. All the work being undertaken in this field can be named as access control. The concept of authentication is among those concepts that have been studied for a long time in Turkey in the context of rapidly growing e-transformation efforts. In the process of e-transformation, the transformation circle is completed by first defining the concept of modeling business processes, followed by the formation of automation process, and lastly, providing services in electronic medium.     

Determinants of e-government maturity： Do organizational specific factors matter？

E-government is said to be an efficient and effective way of delivering government services to its customers. Web information accessibility and online transactional services increase transparency, openness of bureaucratic institutions and reduce cost of transactions. Global e-government surveys which portray the trend in countries＇ e-government readiness and stage of e-government maturity rank developing countries at the bottom. Based on the benefits reaped from e-government and the fact that some countries can progress than others; it is evident that e-government has become a development phenomenon to researchers and policy makers. Accordingly, the basic empirical question to researchers has been on what determines e-government maturity？ To answer this question, it is important first to distinguish between e-readiness and e-government maturity in order to understand the intuition behind this question. E-readiness comprises of all prerequisite necessary to implement e-government while e-government maturity refers to the actual level of e-government progress a country has attained based on websites assessment. While macro factors such as level of Gross Domestic Product, human capital and ICT （information and communication technology） infrastructure are important in determining e-government maturity at the national level; they may not necessarily explain differences of e-government maturity among government agencies within the same country. In other words, why there are differences in e-government maturity among governmental agencies even in those countries which are ranked at the top. In this paper authors argue that organizational specific factors play a vital role in determining the stage of organizational e-government maturity. To accentuate the argument, authors provide one of the possible frameworks and respective propositions to indicate the influence of organizational specific characteristics on e-government maturity.     

Public Policy： The Reality in the Practice of Management Agreements

This paper presents the new version of public policy for government transparency, outlining state＇s required functions, in the context of economic globalization, to enable fulfillment of social demands and Brazil＇s competitive insertion in international markets. In this sense, public policies were adjusted to the role of social and economic development promoter and regulator： Strengthening government capacity for formulating and evaluating them; increasing governance, i.e., government＇s ability to implement public policies, from the viewpoint of efficiency, efficacy, and effectiveness through the introduction of new organizational models and new partnerships with civil society; establishing management contracts, agreements, and partnership terms; and finally modernizing public management. E-government （e-gov） includes three of the seven lines of action of the information society： universal service, government available for all and advanced infrastructure. The Integration and Intelligence Government Information System （i3-Gov） was developed in open platform. Thus, new trends in shared and interagency management for public, productive, and growing third （voluntary） sectors are contemplated. The paper presents the results obtained with the Federal Government Voluntary Transfers Integrated System （SICONV）, which adequately fulfills the expectations of service and transparency, but needs improvement in regard to government participation without state interference.