Rosemary Stockdale

The Dependent Variable in Social Media Use

What is the dependent variable in social media use? From a research perspective, this is a pertinent question to help explain and understand the behaviors that underpin the widespread adoption and use of social media throughout society. From a practical perspective, the question is relevant for social media technology providers, for businesses that use social media, and community organizations that turn towards social media to reach out to their constituents. We propose the construct ‘sense of community’ as the dependent variable, which is reflected in four sub-constructs related to the behaviors of social media users. These behaviors are information seeking, hedonic activities, sustaining of strong ties and extending weak ties. Empirical evidence for these constructs comes from a survey of social media use by 18-25 year-olds in Indonesia, a country with exceptionally high utilization of social media. We outline practical implications of the findings and areas for further theoretical development.

Developing a B2B web site effectiveness model for SMEs

Purpose – The study examines SMEs investment in B2B web sites and the relationship between organizational drivers such as adoption readiness and constraints and evaluation of investments. We investigate how these drivers influence the perception of B2B web site benefits and the effect a great understanding of issues has on stakeholder satisfaction in the investment.Design/methodology/approach – A quantitative approach is used to test the hypotheses, which are developed from the literature. Following a pilot study, a survey of 1,000 Australian SMEs with B2B web sites is used to collect the data, which is analyzed using structural equation modeling techniques.Findings – Findings reveal the mediating relationships between organizational drivers and their influence on SMEs perceptions of benefits and stakeholder satisfaction and support the B2B web site evaluation effectiveness model. Further insights show that SMEs do not understand the complementary nature of the organizational drivers that support strate...

Understanding organizational barriers influencing local electronic government adoption and implementation: the electronic government implementation framework

Researches in electronic government have indicated a number of organizational barriers that hinder the adoption and implementation of electronic government. This paper proposes a research framework for analysing how organizational barriers influence the adoption and implementation of e-government at local levels. The framework is constructed based on four organizational dimensions; adaptability, involvement, mission, and bureaucracy drawn from organizational theories and e-government literature. We found that organizational barriers which are identified in major e-government literature link to the dimensions of organizational culture and effectiveness. Our conclusion is that the framework is relevant to understand organizational barriers influencing adoption and implementation of local e-government. The limitation of this study is that the framework has been developed based on the application of a theoretical lens on the e-government literature. It is now necessary to test this model in different contexts.

eGovernment service quality assessed through the public value lens

This paper assesses the role of e-government service quality in the creation of public value from the citizen perspective. By assessing the added value of e-government services through a public value lens we aim to explore more deeply how e-government service quality impacts on public value creation. We propose a conceptual framework based on the theoretical perspectives of public value and e-service quality to support the examination of e-government service quality from the citizens viewpoint. An exploration of the literature on public value, e-service quality, and e-government indicates that the creation of public value is highly dependent on the level of quality of a service delivered by a public organization. The framework draws together the elements of public value as determined by Moore [1] and Kelly [2], and quality dimensions from the updated IS success model by DeLone and McLean [3].

The Influence of External Institutional Pressures on Local E-Government Adoption and Implementation: A Coercive Perspective within an Indonesian Local E-Government Context

Adoption and implementation of e-government within local government organizations are influenced by many external factors. These factors are often perceived as forces or pressures that influence local government decisions to adopt and implement the initiatives. This study uses the concept of coercive force from institutional theory to explain those external pressures influencing e-government adoption and implementation within a local government in Bali province in Indonesia. An interpretive case study approach is adopted to empirically understand the external pressures on local government adoption and implementation of e-government. Our findings show that four institutional external forces, central government, regulations, local citizens and limitation in financial resources, have strongly influenced the regency to adopt and implement e-government systems to improve their administration and services performance.

Examining the Role of the Culture of Local Government on Adoption and Use of E-Government Services

This paper describes research in progress to explore the role of culture in adoption of e-government at local government levels. The majority of research in electronic government highlighted cultural issues but they do not identify specific cultural traits influencing e-government adoption and use. From our literature review we identified four major cultural traits; adaptability, involvement, mission, and bureaucratic, that is explored in this research. Based on these cultural traits and other cultural issues surrounding the adoption of e-government, we develop a framework to explore the role of culture in adopting and using e-government systems at local government organizations. Evidences suggest that the adoption of e-government at local levels is either mandatory or voluntary which is followed by supportive policies from central governments. Our conclusion is that during the adoption process, the cultural traits contribute to the adoption and use of e-government systems.

Social Media Use in Local Government: An Australian Perspective

Social media offers governments extensive opportunities to engage with citizens, particularly at the local level. This study investigates the issues that local governments face in implementing social media initiatives. It builds on existing literature by using an interpretive approach to examine the perceptions of public employees and elected officials of local councils in an Australian context. The article reports on the issues that inhibit a move to a more interactive use of social media and examines how these may be addressed. Implications for research and practice are given.

Integrating online communities within business-to-business marketing communications: an exploratory study

Abstract The article provides a conceptual contribution by developing a framework for business-to-business (B2B) marketers seeking to implement online communities (OLCs). Furthermore, the conceptual contribution is augmented by a small-scale exploratory study comprising in-depth interviews with B2B chief marketing officers (CMOs). The findings challenge existing thinking that B2B marketers can follow generic marketing communication frameworks. This is due to the differences in B2B OLCs in terms of multiple stakeholders and two-way information flows and differences in buyer behaviour. For researchers, the contribution is an embryonic model that will facilitate future conceptual development as well as empirical testing through a series of research propositions. A sequential decision-making framework, which identifies key implementation challenges, is provided for B2B managers.

The Role of Social Actors in the Sustainability of E-Government Implementation and Use: Experience from Indonesian Regencies

The sustainability of e-government implementation and use involve many actors. However, limited studies have addressed how actors play a role in the sustainability of e-government implementation and use in particular at local government level. This study uses social actor theory from Lamb & Kling [1] to explore the role actors play in the sustainability of e-government within two regencies in Indonesia. Social actor theory posits that the social actors play various roles to produce goods and services through interactions with other actors in various contexts both internal and external organizations. Our findings show that e-government implementation and use within local government was sustained by social actors that play roles across four dimensions, affiliation, environment, interaction, and identity. Our study contributes to better understanding of how social actors across internal local government hierarchies (users and implementers in the regency office, districts, and villages) and external local government (e.g. central government institutions, vendors, and citizens) play roles in sustaining e-government.

COORDINATION AND COOPERATION IN E-GOVERNMENT: AN INDONESIAN LOCAL E-GOVERNMENT CASE

The implementation of e‐government systems often involves many different agencies and actors. Their different characteristics and the need to work together make the relationships between them complex. Coordination and cooperation have become important issues in harmonizing the many actors that support the implementation of e‐government systems. This study examines how coordination and cooperation shape the implementation process of local e‐government systems that may be acquired or developed internally. A case study of local egovernment systems implementation in Indonesia is presented and analyzed from the perspectives of coordination and cooperation between internal and external actors and agencies. Our findings suggest that dynamic coordination and cooperation have influenced the success of e‐government systems implementation at local government (regency) level in Bali, Indonesia. The regency practiced coordination and cooperation, both vertically and horizontally, with central government agencies, other regencies, private companies, and with internal institutions. The ability of the regency to gain from these practices offers insights into e‐government implementation for other local governments.