Theorizing E-Government: A Resource-Based View

1. Theorizing E-Government: A Resource-Based View Calvin M.L. Chan 19 July 2004 University of Nottingham

2. Agenda • E-Government • Research Question • Resource-Based View • Resource Complementarity • Resource Complementarity in IS • Case Background • Methodology • Case Analysis • Discussion • Conclusion

3. E-Government • Broadly defined as the use of IT facilitate the business of government (Moon 2002; UN & ASPA 2001) • Business of government is extremely diverse(Jaeger 2003; Lenk & Traunmuller, 2002; Pratchett, 1999) • e-Governance (Allen et al. 2001; Carlitz & Gunn 2002; Tan & Pan 2003) • e-Democracy (Anttiroiko 2003; Gronlund 2003; Watson & Mundy 2001) • e-Consulation (Whyte & Macintosh 2003) • e-Voting (Ohlin & Hallgren 2003) • e-Rulemaking (Fountain 2003) • e-Services (Gant & Gant 2002)

4. E-Government • Significance of e-Government • Billions of dollars investment (AFP 2003; BUSINESSWIRE 2002; Layne & Lee 2001; Moon 2002) • Affect both citizens & businesses(Jaeger 2003;Lenk & Traunmuller 2002; Wimmer 2002) • Influence national development (APO 1996; Heeks 2003) • Widespread across both developed & developing countries(UN & ASPA 2001) • New capabilities through e-Government • Greater efficiency (Al-Kibsi et al. 2001; Chan et al. 2003; Gant & Gant 2002; OECD 2003) • Greater customer orientation (Al-Kibsi et al. 2001; Elgarah & Courtney 2002; Tan et al. 2003; Wimmer 2002) • Improved process of democracy (Anttiroiko 2003; Jensen 2003; Snellen 2001)

5. E-Government • Challenges of e-Government are mostly organisational & social (Al-Kibsi et al. 2001; Jorgensen & Cable 2002) • Process streamlining (Banister 2001; Heeks 1999; Scholl 2003; Wastell et al . 2001) • Stakeholders’ cooperation (Aichholzer & Schmutzer 2000; Chan et al. 2003; Jorgensen & Cable 2002; Murray et al. 2004) • Sustained funding (Al-Kibsi et al.2001; Banister & Walsh 2002; OECD 2003) • Measurement of success (Aichholzer & Schmutzer 2000; OECD 2003) • In line with the corpus of knowledge in IS literature • IT alone is insufficient to deliver the organisational values (Bharadwaj 2000; Clemons & Row 1991; Mata et al. 1995; Melville et al. 2004; Sambamurthy et al. 2003; Teo & Ranganathan 2003; Zhu 2004)

6. E-Government • Little research on how government organisations actually achieves the promised capabilities through e-government initiatives • Fewer empirical studies on e-government at the organisational level • Objective: • Understand the process of how the promised capabilities can be achieved • Research Question • Has the promised capabilities been achieved? • Why is it that government organisations (did not) managed to achieve the promised capabilities of e-Government?

7. Resource-Based View • Stresses the management of the heterogeneous set of resources in firms as source of competitive advantage (Amit & Schoemaker 1993; Barney 1991; Grant 1991; Penrose 1959; Wernerfelt 1984) • Firm Resources define as all assets, capabilities, processes, firms attributes, information, knowledge, etc. (Barney 1991) • New capabilities are developed through the ability to manipulate existing resources in firms (Eisenhardt & Martin 2000; Grant 1996; Montealegre 2002; Nelson & Winter 1982; Sanchez 2001; Tan et al. 2004; Teece et al. 1997; Zollo & Winter 2002)

8. Resource Complementarity • One noted way of resource manipulation in developing new capabilities is through achieving resource complementarity (Amit & Schoemaker 1993; Black & Boal 1994; Melville et al. 2004; Teo & Ranganathan 2003; Wade & Hulland 2004; Zhu 2004) • Resource complementarity refers to the influence of one resource over another and their synergistic effect on overall performance(Teece 1986; Wade & Hulland 2004) • Example: • In the study of organisational acquisitions & alliances, resource complementarity among firms lead to better long-term performance (Harrison et al. 1991, 2001; Inkpen 2001; Khanna et al. 1998)

9. Resource Complementarity in IS • The use of IT resources are complemented by other organisational resources in delivering organisational value (Benjamin & Levinson 1993; Jarvenpaa & Leidner 1998; Mata et al. 1995; Powell & Dent-Micallef 1997; Ravichandran & Lertwongsatien 2002) • Poor understanding of this process & how it might be achieved (Wade & Hulland 2004) • IT resources are known to play an interdependent role with other organisational resources (Keen 1993; Walton 1989) • Nature of this role is largely unknown (Wade & Hulland 2004)

10. Resource Complementarity in IS • IT Resources • IT infrastructure of a firm (Bharadwaj 2000; Melville et al. 2004; Peppard & Ward 2004; Zhu 2004) • Includes IT application, hardware & software (Teo & Raganathan 2003; Tippin & Sohi 2003; Wade & Hulland 2004)

11. Resource Complementarity in IS • Non-IT Organisational Resources • Financial (Gant 1991; Mata et al. 1995) • Human, Skills & Knowledge (Beard & Summer 2004; Bharadwaj 2000; Melville et al. 2004; Teo & Ranganathan 2003; Tippins & Sohi 2003; Wade & Hulland 2004) • Relationship with External Stakeholders (Beard & Summer 2004; Powell & Dent-Micallef 1997; Wade & Hulland 2004) • Leadership (Beard & Summer 2004; Teo & Ranganathan 2003) • Organisational Culture (Bharadwaj 2000; Powell & Dent-Micallef 1997) • Organisational Structure (Peppard & Ward 2004; Teo & Ranganathan 2003) • Organisational Business Process (Beard & Summer 2004; Melville et al. 2004; Powell & Dent-Micallef 1997; Tippins & Sohi 2003) • Organisation Reputation (Bharadwaj 2000; Vergin & Qoronfleh 1998)

12. Applying Resource Complementarity to E-Government

13. Case Background • Feedback Unit set up in 1985 • Towards a more consultative Government • To be “a forum to understand major policies, ask questions, make suggestions, & generally participate in working out a solution”- PM Goh Chok Tong • Solicit citizens’ feedback to fine-tune & shape national policies • Enhance citizens’ understanding of the rationale behind policies

14. Case Background • Stated Aims: • Receive & process suggestions from the public on national policies & problems • Ensure swift & effective response by government departments to public suggestions & complaints • Initiate & co-ordinate programmes to inform & educate the public about national issues • Gather feedback on existing or impending government policies & their implementation with a view to improving them

15. Case Background • Established means of achieving its aims

16. Case Background • Established means of achieving its aims

17. Case Background • Established means of achieving its aims

18. Case Background • The e-Consultation Portal • Initially conceptualised when reviewing the adequacy of existing means & explore other means to be more effective • Visited Canada, UK & USA to get ideas & realised that ICT was leveraged for online consultation • Explored KM Portals for online consultation • Approached by MOF on assuming ownership of a Government Consultation Portal • Capital funding provided by MOF • Limited technical support provided through MOF • Development was outsourced • Started Work in October 2002 • Launched in April 2003 • Considered a success with 2 millions hits within first month of launch

19. Case Background • The e-Consultation Portal

20. Case Background • New Means through e-Consultation Portal

21. Case Background • New Means through e-Consultation Portal

22. Case Background • New Means through e-Consultation Portal

23. Case Background • New Means through e-Consultation Portal

24. Case Background • New Means through e-Consultation Portal

25. Methodology • Case Study • In-depth exploratory investigation of contemporary events (Yin 1994) • Rich description of social context (Strauss & Corbin 1990) • Primary Data Source – Interviews • 15 Interviewers (1-3 sessions; 45 min – 2.5 hrs each session) • Director • Deputy Director • 2 X Managers • 7 X Executives • 1 X IT Executive • 1 X Clerical • 2 X External Agency Users

26. Methodology • Secondary Data Sources • Survey forms & results • Comments from Public Users (Requested to meet Public Users but wasn’t possible to arrange) • Corporate & official publications (e.g. Feedback News; FCM; Book) • Publicity & informational leaflets & brochures • Transcripts of official speeches • Press Clippings • Observations (Attendance of Dialogue/Tea Sessions & Annual Conference; Surfing the Portal)

27. Methodology • Interpretive Data Analysis (Walsham 1995) • Support extension of theory to additional context (Lee & Baskerville 2003) • Help sense making of understudied phenomenon (Lee & Baskerville 2003) • Data interpretation supplemented by researchers’ contextual knowledge & experience (Lacity & Janson 1994) • Resource Complementarity as theoretical guide (Walsham 1995; Yin 1994)

28. Preliminary Analysis • Evidence of New Capabilities – Customer Orientation • More Choices for Customers “When the Unit started out, consultation was largely restricted to Dialogue Sessions. Over the years, it has built up an array of channels for Singaporeans to give their views. Today, I am pleased to say that you are spoilt for choices.”- Chairman • Greater Convenience/ Increase Accessibility “the portal will be an additional platform to enhance our capability to reach out to more sectors of the population. And it’s quite convenient for Singaporeans to just give their views through the portal because it’s Internet and everywhere they go, anytime, they can just give their views.” - Executive “I was invited to attend one of the sessions, but because of work-related travel which used to take up 70% of my time, was unable to [attend]. With this in place, people like me will have the flexibility of providing feedback at their convenience.” - Citizen

29. Preliminary Analysis • Evidence of New Capabilities – Efficiency & Effectiveness • Reaching New Customer Base “Because this portal will reach out to overseas Singaporeans to get their views as well. So by having them to be involved and participate in the process of giving feedback, we’re actually delighting the [overseas] citizens and make them feel involved… Even though they’re geographically outside Singapore.” - Executive “Feedback from the conventional would be usually not computer-savvy, middle-aged. Those that are from the Portal would be those young, Net-savvy. And these two groups of people give different views.” - Executive

30. Preliminary Analysis • Evidence of New Capabilities – Efficiency & Effectiveness • Increase in Number of Feedback Received “Since the launch of the portal, we noticed that there‘s an increase in the number of feedback cases or feedback submitted through the portal. I think on average, through the portal itself, we’ve received about between 200-400 inputs per month and that is on top of the regular feedback email that came in through our generic email account.” – Executive • Average Monthly Before Portal: 534 • Average Monthly After Portal : 631

31. Preliminary Analysis • Evidence of New Capabilities – Enhanced Process of Democracy • Increased Consultation “The consultation channels serve more than just a feedback conduit for the people. The opening up of more channels has led to greater consultation by the Government, as government agencies turn to the Feedback Unit to organise or facilitate their dialogue sessions. Last year, the Unit facilitated 39 dialogue sessions requested by six agencies. More are also conducting online consultation via the Portal. Since its launch, 15 ministries and government agencies have posted pre-policy consultation papers. We are seeing a consultative culture gradually evolving among the government agencies.” - Chairman

32. Preliminary Analysis • IT Resources • Application & Software • Email • Web Chat • Online Forum • File Sharing • Database Management Systems • Operating Systems • Hardware • Network • Firewalls • Application Servers • Web Servers • Databases

33. Preliminary Analysis • Non-IT Organisational Resources

34. Preliminary Analysis • Complementarity Between IT & Non-IT Resources • More Choices for Customers • Greater Convenience/ Increase Accessibility • Financial • Human, Skills & Knowledge (Outsourcing) • Relationship with External Stakeholders (Publicity) • Leadership • Organisational Culture (History(Mata et al. 1995 )) • Existing Channels

35. Preliminary Analysis • Complementarity Between IT & Non-IT Resources • Reaching New Customer Base • Increase in Number of Feedback Received • Financial • Human, Skills & Knowledge (Outsourcing) • Relationship with External Stakeholders (Publicity) • Leadership • Organisational Reputation (Recognised Authority) • Existing Channels

36. Preliminary Analysis • Complementarity Between IT & Non-IT Resources • Increased Consultation • Financial • Human, Skills & Knowledge (Outsourcing) • Relationship with External Stakeholders (Other Agencies (Beard & Summer 2004)) • Leadership -> Political & Administrative • Organisational Culture (History(Mata et al. 1995 )) • Organisational Reputation (Recognised Authority) • Existing Channels

37. Discussion • Publicity • Political Leadership • Outsourcing - PPP • History – Inimitability • Recognised Authority – Inimitability • Existing Channels – Redundancy

38. Future Research • Analysis • Analyse the process of developing resource complementarity in the achievement of the capabilities • Identify if there are any key non-IT resources that keep recurring and attempt to substantiate their criticality • Develop groupings of non-IT resources • Differentiate between asset, capability & competency (Peppard & Ward 2004; Sanchez 2001) • Further Work • Additional 2-3 cases

39. The End Comments & Questions

40. Hierarchical Chairman of Supervisory Council Supervisory Council Director Deputy Director Executives Clerical Staff Back