How the current orthodoxy of local government is failing IT managers: an illustrative case study Online publication date: Wed, 05-Sep-2007
by Mary Tate, David Johnstone, Janet Toland, Robert Hynson
Electronic Government, an International Journal (EG), Vol. 4, No. 4, 2007
Abstract: Information Technology (IT) is often assumed to be a critical enabling factor for modern democratic processes. We briefly examine widespread reform of public service institutions along market principles, known as the New Public Management (NPM). We then examine some of the IT management issues that have arisen as a result of the changing nature of local government. We identify a disconnect between the current orthodoxy of local government, the expected benefits of IT, and the actual experience of IT management in public sector organisations. Many public sector organisations suffer from multiple IT management problems. These seriously affect their ability to deliver on the promise that IT management will deliver the quality management information that is required by increased demands for public accountability. We illustrate this with a case study.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the Electronic Government, an International Journal (EG):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com