How e-government managers prioritise rival value positions: The efficiency imperative

Jeremy Rose, John Stouby Persson, Lise Tordrup Heeager

Research output: Contribution to journalJournal articleResearchpeer-review

53 Citations (Scopus)
27 Downloads (Pure)

Abstract

E-Government strategies, investments, project selection, and implementations are influenced by value positions deeply enshrined in the traditions of public administration, which are in turn reflected in the everyday discourse of public managers. We analyse value traditions in the public administration literature and their adaptation for e-Government and synthesise three prominent positions. Administrative efficiency focuses on cost-effectiveness logics highlighted by New Public Management thinking. Service improvement, derived from the tradition of public service, emphasises the provision of better services for citizens. Citizen engagement, with its roots in liberal democracy arguments, promotes responsiveness, consultation, collaboration and participation. A set of foundational values grounded in the deeply rooted bureaucratic tradition is also distinguished. A qualitative survey of Danish local authority managers’ value positions shows a heavy bias towards administrative efficiency and an absence of concern for citizen engagement. The implications of this efficiency imperative are discussed.
Original languageEnglish
JournalInformation Polity
Volume20
Issue number1
Pages (from-to)35-59
ISSN1570-1255
DOIs
Publication statusPublished - 2015

Fingerprint

Dive into the research topics of 'How e-government managers prioritise rival value positions: The efficiency imperative'. Together they form a unique fingerprint.

Cite this