The need for strategic management and business model design in government and public administrationYu, Chien-Chih ; Janssen, Marijn
2010 Electronic Government, an International Journal
doi: 10.1504/EG.2010.035717
Creating values for citizens, businesses and government agencies through public service delivery are major goals for launching Electronic Government (EG), Mobile Government (MG) and Connected Government (CG) related strategies. The success of public strategies depends heavily on establishing clear cause-and-effect relationships among strategic objectives, action plans and performance measures, as well as on building efficient and effective service systems, business models and operational processes. As a central strategic task, business model design aims at depicting structural relationships and interactions among business constructs such as values, stakeholders, services, processes, resources, activities and mechanisms to assure better strategy effectiveness and performances. The goal of this special issue is to explore challenges and approaches regarding strategic management and business model design in government and public administration for successfully delivering EG, MG and CG services. This guest editors' introduction is to provide overviews on related concepts and research issues, as well as the accepted papers.
A decision support model to facilitate new strategies and business models for appointing counsel in courtsRebman Jr., Carl M. ; Booker, Queen Esther
2010 Electronic Government, an International Journal
doi: 10.1504/EG.2010.035718
The process of court appointed counsel can experience severe problems and cause societal damage if the counsel is not assigned properly. To overcome these challenges a new strategy facilitated by a business model and a prototype decision support system (Court Appointed Council System) is developed in this paper. This system is based on a strategic management assessment model to aid public defenders in improving the assignment of court appointed counsel for indigent clients. The proposed system demonstrates that with the appropriate collection of data and rules along with reengineering the appointment process, it is possible to improve personnel assignments by reducing unknown conflicts of interests and identifying the attorney most likely to be acceptable to the client while taking into consideration case-weighting. The study found that CACS was able to account for over 95% of qualitative and quantitative data to make more effective court appointed assignments. If fully implemented, such a system could create value by saving count appointed counsel offices significant dollars by reducing incarceration and attorney costs.
Realising collaborative government-to-business business models: the case of the authorised economic operatorLiu, Jianwei ; Tan, Yao-Hua
2010 Electronic Government, an International Journal
doi: 10.1504/EG.2010.035719
Building collaborative relationships with trusted businesses is a long-term strategy for EU governments. Recently, the realisation of this goal has become more visible with the emerging concept of the Authorised Economic Operator (AEO). Businesses in the member states can apply for the AEO certificate from government. The aim for granting AEO is to create possible 'win-win' situation with increased trade efficiency and lowered administrative burden. However, without proper selection mechanism, this policy can be misunderstood/misused due to asymmetric information between the government and businesses. In this paper, we focus on modelling the cause and effect of the adverse selection in the Government-to-Business (G2B) relationship building. We argue that an IT-enabled risk assessment approach can effectively eliminate the G2B information asymmetry and solve the adverse selection problem. The business model of AEO assessment is built to give a real-life example on how IT-enabled risk management approach can help with collaborative G2B relationships building.
Deploying centres of excellence in government agenciesUlbrich, Frank
2010 Electronic Government, an International Journal
doi: 10.1504/EG.2010.035721
Government agencies increasingly adopt strategic management ideas from the private sector. One such idea is the organisation of professional and advisory services into centres of excellence. The strategic management literature includes normative guidelines on how to deploy such centres. However, previous research has shown that organisations usually not just adopt management ideas in their entireties but translate them in line with individual contexts. Applying a case-study approach, this paper explores how the Swedish public-sector context influences the deployment of centres of excellence. It finds that none of the adopting agencies follow the guidelines outlined in the literature, fully utilise the idea nor benefit from it as initially proposed. The main reason for this divergence is the discrepancy between the government agencies' context and the original idea, including barriers such as job security, decentralisation and regulations. Contextual modifications are suggested to allow agencies benefit more fully from deploying centres of excellence.
Business models for eGovernment servicesPeinel, Gertraud ; Jarke, Matthias ; Rose, Thomas
2010 Electronic Government, an International Journal
doi: 10.1504/EG.2010.035722
Public sector information furnishes a valuable information resource for many businesses. Thus, the design of value chains across different stakeholders and corresponding business models capitalising on public sector information is a challenge. Business models have been investigated mostly in the realms of eCommerce and rarely for public private partnerships. Thus, they are strongly tailored to financial incentives. So far, the modelling of policies and arguments have been neglected in eCommerce approaches. This paper describes a new modelling method named BMeG (Business Models for eGovernment) supporting the planning of business models for eGovernment services. BMeG facilitates the modelling of options of value chains with public and private partners, their relationships with individual advantages and disadvantages for policies. Hence, BMeG unveils business opportunities and their rationales.