THE CONTRIBUTION OF ORGANIZATIONAL FACTORS IN THE SUCCESS OF ELECTRONIC GOVERNMENT COMMERCE

ABSTRACT

The purpose of this study is to identify factors which affect the success of electronic commerce applications in federal agencies and to explore the role of transformational leadership and strategic planning for Web sites in the success of electronic commerce applications designed to serve citizens. Based on the literature review relative to electronic government commerce, the research model in this study postulates that transformational leadership, strategic planning for Web sites and other factors such as the size and complexity of the Web site influence the success of electronic commerce applications in federal agencies. The success of electronic commerce applications is the dependent variable and is measured by a combination of user-based criteria and system-based criteria. This research employed a combination of an online questionnaire survey and a Web structural survey. Questionnaires were electronically mailed to IT managers and/or users who have e-mail addresses at federal agencies. The results of the research confirmed the close association between organizational factors (transformational leadership and strategic planning for Web sites) and the success of electronic commerce applications in federal agencies.     

Strategic budgeting: Reviewing the literature of an emerging theory

Among all the public management functions, the budget process comes closest to the scenarios pictured in the literature of strategic management and game theory. Unfortunately there has been very little written on the strategic aspects of public budgeting. Generally, writers on strategic management view budgeting as a secondary-level operation functioning as a means of implementing the strategic goals of the organization. Much of the public budgeting literature, however, suggests that budgeting serves a broader function, often helping to determine agency objectives as well as serving to implement objectives defined at top (usually political) levels. In this article the writer argues that strategic management in public agencies must be defined differently from the definition used for that process in private firms. The literature of strategic management and budgeting is reviewed in an effort to clarify the relationship between these two public management functions.     

HOW POLITICIANS AND BUREAUCRATS NETWORK: A COMPARISON ACROSS GOVERNMENTS

Effective public administration relies on the passage of information through interpersonal communication networks. While we have a vast research literature concerning formal structures and roles in organizations, including public agencies and government institutions, we know far less about the flow of information through semiformal, voluntary interactions. In this paper we use a large survey to explore the networking patterns of politicians and bureaucrats and to compare these with the more formal structural attributes of hierarchy and functional specialization. Social network analysis and standard quantitative measures are used to examine which actors are most central in advice and strategic information networks and how this varies across governments. The results suggest that the communication networks of politicians and bureaucrats differ substantially, with politicians being surprisingly peripheral in their patterns of interaction. Differences across governments are also observed with some municipalities being markedly more hierarchical, cross‐organizational, and externally focused in their networking behaviour.     

NETWORKING FOR AUTONOMY? NATIONAL AGENCIES IN EUROPEAN NETWORKS

The environment of national agencies has changed considerably in recent years as they increasingly become engaged in European Union networks. This article contributes to a growing body of literature on those networks and their effect on executive politics at the national level by asking whether and how the EU involvement of national agencies affects the agencies' autonomy in policy formulation. We develop an analytical model for explaining the effect of EU involvement on agency autonomy. Analyzing data from a comprehensive survey of federal agencies in Germany, we find that EU involvement has a positive effect on national agencies' policy autonomy. Moreover, we find a somewhat stronger effect of agency involvement in sectoral networks on autonomy than in intergovernmental networks, which is attributed to information asymmetries between ministries and agencies. Yet this effect is weaker than initially expected, which can be explained by a considerable degree of overlap between different types of EU involvement.     

Preparing public service agencies for strategic planning

This paper examines the reasons why public sector organizations may not be ready for traditional private sector strategic planning techniques and suggests a typology for diagnosing the CBO's position in relation to planning efforts. It identifies the need for interventions appropriate to the organization climate and begins to explore mechanisms which can be used to facilitate the strategic planning process in public service agencies.     

Stakeholder Engagement in Public Sector Agencies: Ascending the Rungs of the Accountability Ladder

In the current era of public demand for increased accountability from government, stakeholders expect their government and its agencies to consult constituents and provide them with an opportunity to have a say in strategic direction. Indeed, stakeholder engagement is very prevalent and is viewed as a vital component of accountability. Consequently, there is an increasing trend for governments and their agencies to consult stakeholders on issues ranging from budgets to strategic plans of departments and agencies.

This article argues that consultation extends beyond the dissemination of information and participation in surveys and focus groups in order to ensure that public sector agencies have sufficiently demonstrated accountability through consultation. Rather, the true substance of consultation is providing an opportunity for stakeholders to have a say in the organization by advancing their own proposals regarding its strategic direction.     

STRATEGY FORMATION IN PUBLIC AGENCIES

The main contribution of this study is the identification of three modes of strategy for public agencies based on strategic thought in a corporate environment. Strategic design, internal strategic scanning, and strategic governance embody three distinct modes of strategy relevant in the public sector. Programming actions, combining capabilities, and formation of networks capture the essence of these strategic orientations. By offering an organization‐based view of public sector strategy, this study puts public agencies at the centre of strategic examination. The fundamental unit of analysis within agencies is administrative duty, which connects administrative action with the democratic decision‐making process. These three strategy modes are based on complementary and, in some respects, contradictory theoretical assumptions, but all offer opportunities for confronting the diverse environments faced by public agencies. Each strategic orientation has a distinct approach to such features as the role of management, occupational groups, the environment, and types of capital.     

Black Tigers,Bronze Lotus: The Evolution and Dynamics of Sri Lanka's Strategies of Dirty War

Although much has been written on the Sri Lankan state's civil war with the Liberation Tigers of Tamil Eelam (LTTE), less has been said about how the conflict's dynamics evolved. How did the parties come to utilize the methods they did? Why did the war become so brutal, characterized by a predisposition toward extreme violence on both sides? Using the typology of “dirty war,” this investigation seeks to address such questions, demonstrating how the strategic choices of the main belligerents shaped the conflict. The analysis shows that while the conflict emerged out of deep-rooted social and ethnic divisions, these factors do not account for how the war came to be defined so comprehensively by the methods of dirty war. It finds that dirty war developed from a sporadic tactic to advance political goals to dominant military practice by a reciprocal process of escalation that eventually internalized dirty war as the accepted mode of strategic communication.     

THE INSTITUTIONALIZATION OF EU AGENCIES: AGENCIES AS ‘MINI COMMISSIONS’

A stream of reviews that take stock of EU governance trends shows that the EU's governance agenda produces mixed results. EU agencies are part of the EU's search for new governance mechanisms. They have not proven to be a break with EU policy‐making processes – underpinning administrative stability rather than reform. This article explores the institutionalization of EU agencies. Using the case of the EU's human resources (HR) policy, it concludes that administrative details are important in order to understand the development of EU agencies turning into institutions. The influence of the EU's institutional environment on their operations is so strong that they must operate as ‘mini Commissions'. This tight control hinders their institutionalization.     

Abandoning Armed Resistance? The Ulster Volunteer Force as a Case Study of Strategic Terrorism in Northern Ireland

This article explores the Ulster Volunteer Force's (UVF) decision in May 2007 to abandon its campaign of “armed resistance” and pursue “a non-military, civilianized, role” in Northern Ireland. It does so by analyzing the UVF's actions in light of the academic literature on strategic terrorism. The central argument advanced in the article is that the UVF's decision to put its weapons “beyond reach” and re-structure its organization along civilian lines is (a) internally consistent with its stated policy of countering “violent nationalism,” (b) symptomatic of the transformation in the sociopolitical context since the 1994 paramilitary cease-fires, and (c) the logical outworking of the group's lack of popular legitimacy among its core Protestant working-class support-base. The article concludes with an assessment of the risks and possible dividends that the end of UVF terrorism holds for the Northern Ireland peace process.     

Strategic Culture,Representations of Nuclear (In)Securities,and the Government of India: A Critical Constructivist Perspective

In this article, I use Alastair Johnston's concept of strategic culture re-visited through a critical constructivist perspective to analyze the representations of India's strategic culture and nuclear policy choices. In doing so, I explore how the representational practices of (and the mutually-constitutive relation between) India's nationalist identity/Self and its strategic environment, facilitated via its political leaders’ ideological lenses, have produced shifting representations of India's strategic environment to justify the nation's nuclear policy choices. In exploring this representational linkage between India's strategic environment and its nuclear (in)securities, I am cognizant that anarchy is a challenge facing India's task of nation-making and thus realism serves as a partially valid explanation for understanding the logic proliferation. Yet, my study demonstrates how culturally guided interpretations of what constitutes the Indian Self have divergently re-interpreted India's strategic environment and (in)securities to define the nation's nuclear policy choices.     

Operationalizing Strategy Content: An Example from the Transit Industry

While models of organizational strategy saturate private sector research, public sector research lags behind. The model created by Boyne and Walker (2004) is an exception. The main objective of this study is to operationalize this model using a unique data set from the US transit industry. Through a survey of 103 local transit agencies, we developed separate strategy profiles for each agency that help us answer important questions about organizational strategy. We find that not only do the organizations adopt a mix of strategic stances through the action areas; they also have distinct profiles, which vary greatly between agencies.     

Unlikely candidates for democracy: The role of structural context in democratic consolidation

Many contributors to the new literature on democratic consolidation overemphasize the role of political leadership, strategic choices about basic institutional arrangements or economic policy, and other contingent process variables. Their focus on political crafting has encounraged an undue optimism about the possibility of consolidating democracies in unfavorable structural contexts. This article critiques the current literature and asserts the primary importance of structural context in democratic consolidation. The powerful influence of structural context is illustrated by using just two structural variables, economic development level and prior authoritarian regime type, to indicate a group of thirty-eight countries in which democracy has failed to consolidate during the third wave of democratization (1974-present) and is very unlikely to do so in the near or medium-term future. Men make their own history, but they do not make it just as they please; they do not make it under circumstances chosen by themselves, but under circumstances directly found, given and transmitted from the past. J. Mark Ruhl is Gleen and Mary Todd Professor of Political Science and Chair of the Department of Political Science at Dickinson College in Carlisle, PA. He has written extensively on Latin American politics and has specialized in the cases of Colombia and Honduras. Recent publications by Professor Ruhl includeParty Politics and Elections in Latin America (Westview, 1989), coauthored with R.H. McDonald of Syracuse University, and “Redefining Civil-Military Relations in Honduras”Journal of Intermerican Studies and World Affairs (Spring 1996).     

“Unwilling Cocoons”: Boko Haram's War Against Women

The kidnapping of 276 girls at Government Secondary School Chibok, Borno State, Nigeria, on 14 April 2014 has brought into international prominence the organization Jama'atu Ahlis Suna Lidda'awati Wal Jihad or Boko Haram. This incident heralded a new trajectory in Boko Haram's tactics and strategies. This article focuses on Boko Haram's strategic deployment of sexual and gender-based violence (SGBV) against women. The gendered performativity of Boko Haram, its methodology for sourcing for women and young girls, and its concomitant utilitarian/instrumental approach vis-à-vis SGBV against women are analyzed against the backdrop of the political economy and patriarchal ideational infrastructure of the Nigerian society. The article argues that Boko Haram's deployment of SGBV against women is an extension of the “repertoire of violence” ingrained in the sociopolitical and cultural milieu of Boko Haram's primary area of operation. Boko Haram's instrumental approach to SGBV is fourfold and hinges on the sociobiological utility of women. Boko Haram construes women as the bearers of its future despite its brutality toward them. The consequence is a strategic plan for procreation of a new generation of children raised through the cyclical constellation of mass rape of women, consequent impregnation and kidnapping the offspring of such rapes. Overall, this article contributes to the burgeoning scholarly literature on Boko Haram's terrorist activities.     

The Strategic Use of Public Information in Anti-Corruption Agencies: Evidence from the Asia-Pacific Region

In this era of anti-corruption policy-making, the Internet provides a potentially critical strategic resource for anti-corruption agencies (ACAs) aiming to promote organizational and policy learning. Realizing its potential is a creative challenge that will tap different types of capacities in the agency and its environment. We present a framework for understanding the information-related functions that underpin policy and organizational learning for ACAs, develop a rating criteria to assess strategic information usage, and then assess five ACAs in the Asia Pacific region on one aspect of strategic information usage: dissemination via the Internet. Agencies differ markedly in the degree to which their use of public information dissemination via the Internet is “strategic” in nature, pointing towards a new arena for capacity building and strategy development.     

Managing for Results in an Impossible Job: Solution or Symbol? Abstract

Abstract

Recent years have been characterized by widespread adoption of reforms that called for governments to manage for results. This article tackles the question: what is the impact of results-based reforms in functions that the public management literature has defined as “impossible jobs?” The implementation of strategic planning and performance measurement in the Alabama Department of Corrections provides a case study of such a scenario. The explicit goals of results-based reforms suggest a solution to “impossible jobs” by achieving improved allocation, effectiveness, and efficiency. However, the case evidence suggests that their main use is as a symbol of rational governance, to be used by beleaguered agencies and governments in a bid to increase resources. Beyond this, the public manager in an impossible job finds little benefit from results-based reform, and seeks to devote as few resources as is necessary to comply with reform requirements.     

The prism of strategic culture and South Asian nuclearization

In this paper, Ken Booth's concept of strategic culture is drawn on to examine India and Pakistan's nuclear policy options/policies. The thrust of the argument is that the perceptions of India and Pakistan's strategic insecurities as interpreted by their security managers, through the prism of their strategic cultures, have, in conjunction with material, domestic and technological factors, defined their nuclear trajectories. In framing the argument, although appreciative of the material (realist) realm, attention is drawn simultaneously to the inter-subjective (constructivist) realm, namely, that productions of insecurities are also ‘cultural’. This constructivist line of analysis, which draws attention to culture ‘as both a source of insecurity and an object of analysis’ in international relations, has implications on the future of a nuclearized South Asia.     

Assessing the Abu Sayyaf Group's Strategic and Learning Capacities

It remains unclear whether the Abu Sayyaf Group (ASG) is a well-structured terror organization that poses a strategic threat, or a loosely organized collection of bandits that poses limited risk. Efforts to assess the nature of the organization are complicated by flaws in existing datasets on Violent Non-State Actors (VNSAs). ASG's role in kidnappings serves as a test-case to estimate incongruities among four major datasets on VNSAs. Original data collected at the agent level provides an additional point of comparison and also serves to test the efficacy of ASG's knowledge-dissemination structures, which are key in determining VNSAs' strategic capacities.     

Poland and the international system: external influences on democratic consolidation

Democratization in Poland has been heavily influenced by agents and structures external to the Polish state. However, the influence of these external agencies is mediated through domestic social and political institutions, the state foremost among them. The Polish state's response to and interaction with external agencies is heavily conditioned by the very process of democratization which these agencies seek to influence. Thus, the impact of external agencies on the democratic consolidation process cannot be understood without reference to the influence that democratization has played in reshaping Poland's foreign relations. This paper explains the interaction between systemic and domestic factors in shaping the democratic consolidation process in Poland.     

Double-Edged Swords: Expert-Stakeholders as (Slightly) Unreliable Instruments for Control and Autonomy of Executive Agencies

Establishing executive agencies at arms's length of parent departments has caused widespread concern regarding their autonomy. In the Netherlands, ministries have established different types of boards to monitor agencies. Also, agencies have established an independent review commission. The different boards and the review commission can be looked at as expert stakeholders. This article poses the question whether and how expert stakeholders contribute to either the ministries' control on agencies or the autonomy of agencies. The article is based on qualitative research on six of the largest executive agencies. The article concludes that expert stakeholders act as double-edged swords: they contribute to control on agencies but also to their autonomy. Expert stakeholders improve the monitoring capacity of ministries and thus contribute to control. Conversely, they also strengthen agencies, as they provide political multiplicity and boost reputational uniqueness. The question of which of these prevails is mainly influenced by time, capture, and policy crises.