Dimitrios S. Stamoulis

Revisiting public information management for effective e‐government services

Governments are employing modern information and communication technologies to serve society better. Raising the effectiveness and quality of government services is not only a matter of new technologies; it also involves clear vision and objectives as well as a sound business strategy. Information systems need to support internal work within a government’s boundaries, serve customers through digital interfaces and leverage digital relationships among social partners. To implement such systems, preparatory work is required in both organization and technology. A new public information management philosophy underlies this significant revamping of the value propositions made to customers. The ongoing enrichment of the Greek Ministry’s of Finance e‐services follows an ICDT‐like business logic. A key factor of all these advances is the re‐orientation of information systems for customer‐centric service.

An approach and model for assessing the business value of e-banking distribution channels: evaluation as communication

The reluctance of information systems practitioners to adopt recommendations of evaluation methods and techniques is a sobering realization. One possible explanation is that they do not accommodate changing perceptions of what constitutes system-derived business value whose assessment requires richer evaluation approaches than mono-dimensional cost-benefit analyses. This paper reports a study that was undertaken in a bank faced with the challenge of assessing the value of its main e-banking channel in operation. Arguing that the evaluation of an information system should be seen as a form of communication, we describe the approach and evaluation model that was created and applied. The model employs five different perspectives each having its own set of metrics. These can be used to assess the business value along two viewpoints: (a) the internal view, where the channel is considered as a resource whose utilization must be maximized; and (b) the external view, where the channel as an interface to the banks customer base should enable and support customer relationship management.