Silvana Trimi

Current practices of leading e-government countries

IT is transforming the way governments function and valuable lessons can be learned from the pioneering e-government programs that have led the charge.

Co‐innovation: convergenomics, collaboration, and co‐creation for organizational values

Purpose – The aim of this paper is to present a macro view of the evolution of innovation for value creation, from the closed to collaborative, open, and now co‐innovation. It reviews several mega trends that have dramatically changed the dynamic nature of the global market place and also several new forces that have made innovation imperative for organizational value creation.Design/methodology/approach – The paper provides a conceptual overview of co‐innovation through some of its basic elements such as convergence revolution, collaboration, and co‐creation with stakeholders.Findings – Co‐innovation is a new innovation paradigm where new ideas and approaches from various internal and external sources are integrated in a platform to generate new organizational and shared values. The core of co‐innovation includes engagement, co‐creation, and compelling experience for value creation. Thus, the practices of co‐innovative organizations are difficult to imitate by competition.Practical implications – Innovat...

Big-data applications in the government sector

In the same way businesses use big data to pursue profits, governments use it to promote the public good.

Emerging trends in M-government

Considering the advantages and implications of increased usage of wireless connectivity for governmental information and services.

The role of exogenous factors in technology acceptance: The case of object-oriented technology

In spite of many theoretical models, the role of exogenous factors in accepting object-oriented technology has not been satisfactorily demonstrated. By comparing two competing models, our study examined the role and location of exogenous variables in explaining user acceptance of object-oriented technology. Based on the results, we developed a new model that combined the key ideas of both TAM and TPB and showed that both models are necessary in understanding the unique role of each exogenous variable.

M-government: technologies, applications and challenges

The emergence of Mobile Technology (MT) has enabled the government to transform from Electronic Government (e-government) to Mobile Government (m-government). This paper proposed a framework based on the theory of Task-Technology Fit (TTF) to understand MTs and their implications for m-government applications. Following the framework, we reviewed current MTs, categorised e-government tasks and reviewed and summarised existing m-government applications. To measure the degree of fit between MTs and government tasks performed through them, and its importance in the successful m-government implementation, we then discussed the benefits and challenges of m-government.

Alternative means to implement ERP: Internal and ASP

Purpose – To discuss relative advantages and disadvantages of internally operated ERP‐ and ASP‐delivered ERP functionality, and present the possible future of these alternatives.Design/methodology/approach – A thorough review of recent published papers dealing with advantages and disadvantages of ERP and ASP is presented. A good balance of theoretical analysis and real‐world application examples of ERP and ASP is maintained. Some of the disadvantages were discussed from the managerial perspective. Based on these approaches, the possible future direction of ERP and ASP is explored.Findings – Today, organizations need ERP functionality to cope with the increasing complexity and competitive forces in the environment. Thus, ERP‐ and ASP‐delivered ERP systems are widely applied, often with disappointing consequences. The choice that organizations must make should be based on a thorough review of the advantages and disadvantages of each alternative vis‐a‐vis corporate strategies and resources.Research limitatio...

M-government, from rhetoric to reality: learning from leading countries

Mobile Government (m-government) is a strategy and its implementation by the government to provide information, deliver services, engage citizens and improve efficiency through mobile devices. M-government is regarded both as a subset and a supplement of the broader Electronic Government (e-government). With a high penetration rate of mobile devices, m-government initiatives will play an increasingly important role. This paper presents a survey of m-government practices in leading countries, based on a framework of m-government development. Built upon the review, this paper discusses the state-of-the-art, benefits, risks and future directions of m-government.

Modernization of the Malcolm Baldrige National Quality Award

Quality has been an important competitive strategy of organizations, especially since the 1980s when globalization became reality. In the USA, the Malcolm Baldrige National Quality Award (MBNQA) was established in 1987 to encourage organizations to deploy quality as a competitive strategy. It has recently been suggested that the MBNQA has lost sight of quality. This paper discusses the changing role of quality in the MBNQA criteria from 1988 to 2003 in approximately 5-year intervals in 1988, 1992, 1997 and 2003. The concept of quality is discussed in view of the changing global economy and technology. The evolving role of quality from order winner to order qualifier in the e-global economy is also discussed.

IT for KM in the management consulting industry

– The purpose of the paper is to examine the underlying components of information technology (IT) that support different models of knowledge management (KM)., – This empirical study is conducted in the management consulting industry to examine the important link between IT and KM. Based on previous research, four knowledge models were developed for the management consulting industry based on the knowledge type and service type. Data collected through a survey from 115 management consulting firms in the USA and Canada were analyzed., – Regardless of the type of KM model utilized, the most widely used IT by management consulting firms was the internet‐related technology (e‐mail, internet, and search engine). The second important IT component was data management technology (document management, data warehousing, data mining, knowledge repositories, and database management). The third important IT was collaborating technology (videoconferencing, workflow management, groupware, group decision support systems, and knowledge maps). The least important IT was artificial intelligence (expert systems, case‐based reasoning systems, intelligent agent, and neural network)., – This paper develops a new topology of KM models based on the knowledge type (exploitive and explorative) and service type (standardized and customized). Thus, four KM models are developed: reuser (exploitive/standardized); stabilizer (exploitive/customized); explorer (explorative/standardized); and innovator (explorative/customized). While IT has been widely accepted as an enabler for KM, its application for a different focus of KM has not been explored.