This document discusses measuring e-governance innovation using the Innovation Management Measurement Framework (IMMF). The author analyzes several United Nations e-government surveys using IMMF constructs like inputs, knowledge management, and commercialization. The results show high correlation between knowledge management and innovation strategy constructs. There was also a high drop in the project management construct over time. The author recommends balancing criteria between technical and social aspects of e-governance and assessing member states' capabilities to empower citizens. Portfolio management should also receive more attention to improve efficiency.
3. e-Government
e-Government: “utilizing the internet and the World
Wide Web for delivering government information and
services to citizens” (United Nations, 2001, p.1).
Key stakeholders: various units of
government, private-public sector, nongovernment
organizations, and citizens.
Until the end of the 20th century, offering
government services to citizens through electronic
media was essentially a very new idea.
e-Government was a new trend, but today?
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4. Evaluating e-Governance
e-Governance can be referred to as an innovation
management process in the public sector (United
Nations)
to evaluate e-Governance, Indices:
e-Government Readiness Index (e-GRI)
e-Participation Index (e-PI)
Indices:
composite measurement of capacity and willingness of
Member States of the UN for e-Governance
ranking countries according to their e-government efforts
like web portals, mobile technologies, other e-services
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5. Surveys
The UN has used the Indices as metrics for
evaluating
more than 50,000 online features and government
services
more than 178 Member States across economic and
social sectors
The surveys measure how willing and ready the
governments
The surveys applied by
United Nations Public Administration Network (UNPAN)
United Nations Department of Economic and Social
Affairs (UNDESA)
United Nations Division for Public Economics (UNDPE)
It covers all member states of the UN
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6. IMMF (Innovation Management
Measurement Framework)
a innovation measurement methodology
many organizations have difficulties in
define the scope of innovations, quantify the measures of
innovations,
create benchmarks for the innovation management
processes,
evaluate innovation management processes.
to evaluate innovative activities in organizations
against proposed framework of innovation
management measurements.
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7. IMMF Constructs
The IMMF measures innovation management using by seven inductively
derived constructs:
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8. IMMF Constructs
Inputs
resources ranging from human and physical resources to financial
resources
process of generating innovative Ideas
SubConstructs:
People
Physical and financial resources
Tools
Knowledge Management
idea generation
tacit and explicit types of information in organizations
SubConstructs:
Idea generation
Knowledge repository
Information Flow
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9. IMMF Constructs
Innovation Strategy
organizations' new products
resource allocations for innovation
business-related processes in competitive environment
SubConstructs
Strategic orientation
Strategic leadership
Organization and Culture
cultural and structural elements
interaction frequency of various units in the organization
nature and features of organizational work culture
SubConstructs
Culture
Structure
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10. IMMF Constructs
Portfolio Management
scoring and optimization models
return on investment
balance sheets between high-gain vs low-gain projects
SubConstructs
Risk/return balance
Optimization tool use
Project Management
the process of converting inputs into a marketable innovation
information and communication technologies
SubConstructs
Project efficiency
Tools
Communications
Collaboration
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11. IMMF Constructs
Commercialization
taking innovation to markets
marketing, sales and distribution
SubConstructs
Market research
Market testing
Marketing and sales
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12. Methodology of Measurement
IMMF is applied with selected surveys namely:
Benchmarking e-Government: A Global Perspective (United
Nations, 2001);
The UN Global e-Government Survey 2003 (United
Nations, 2003);
Global e-Government Readiness Report 2004: Towards Access
for Opportunity (United Nations, 2004);
Global e-Government Readiness Report 2005: From e-
Government to e-Inclusion (United Nations, 2005); and
The UN e-Government Survey 2008: From e-Government to
Connected Governance (United Nations, 2008).
Conceptual content analysis is used for analyzing
surveys
By conceptual content analysis, the IMMF measures the
degree of which the existing Surveys assess innovation
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13. Conceptual Content Analysis
A dictionary of items is defined to measure the
occurrence of constructs.
Various words and combinations relevant to all
IMMF’s seven constructs/subconstructs are defined
as concepts.
Outcomes of content analysis are typically
summarized and compared to better describe
communication data
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14. Concepts in Surveys
As a part of this research
method, conceptual content
analysis was carried out,
by using a software named
Concordance 2.0.
key words are selected
pick lists are formed
frequency count for all of
the concepts in all of the
Surveys.
“innovat*”=innovate, innovat
ion, innovated and
innovative
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15. Frequency Count
Project Management
digitatization of goverments through ICTs with web sites
Organization&Culture
governments pay attention towards organizational environment
Portfolio Management
complexity in measuring return on investments
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16. PNS(Percentage Normalized Scores)
large variation in terms of the content size of all five Surveys.
the one published in 2003, is the shortest in size with just 81
pages, whereas the largest in size was published in 2004 with
270 pages.
direct comparison of frequency count would introduce
error, and could challenge the internal validity of this research.
Hence PNS were calculated.
For example, in the 2008 Survey, frequency count of Inputs
summed up to 482. The total frequency count for all seven
constructs from the IMMF equaled to 10,738.
The percentage normalized score for Inputs in the 2008
Survey:
=(Frequency Count of Inputs/Total Frequency Count)*100
=(482 /10.738)*100
=4:4887 = Approximated to 4:489
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17. Research Design
after PNS,
graphical figure of the results
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18. Results
High correlation in Knowledge Management and
Innovation strategy
natural interdependence of innovation and knowledge
management
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19. Results
High drop in the Project Management construct
not remain heavily emphasized criteria, any more
UN has shifted its focus from investments in ICT to
building human skills and human capital.
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20. Recommendations for more powerful Indices
R1: there is need to balance criteria between hard
(ICTs) and soft components (people, information and
processes) of e-Governance
high gap between Project Management(average of
29.546%)-Knowledge Management(average of 10.993%)
narrowing gap between Project Management and
Knowledge Management
instead of heavily paying attention to ICTs, focus on
relations between people, process and information.
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21. Recommendations for more powerful Indices
R2: better equip the UN for assessing capabilities of
Member States for empowering their citizens with
knowledge and information
pay attention:
types of software and hardware used to develop web
portals and e-Government interfaces,
level of expertise, skills, and education levels of
employees
the degree of outsourced e-Government projects,
the features associated with public-private
partnerships
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22. Recommendations for more powerful Indices
R3: bringing greater equity to e-Readiness rankings
assigned to Member States of the UN
The existing e-Government assessments take into
account only the end products, for example: websites
represent just one type of e-Government initiatives
but UN assessments do not attempt to quantify
unique dynamics among social, economic and
cultural contexts
For the equal amount of investment made by the
U.S. and Africa, there is a very high likelihood that
the African government's willingness and capacity for
e-Government is higher than U.S
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23. Recommendations for more powerful Indices
R4: efficiency of an e-Government initiative could be
achieved by paying more attention to the Portfolio
Management construct, which has a PNS of 0.34%
on average.
Portfolio Management as a combination of risk-to-
return ratio and optimization tools
return on investment (ROI), breakeven values (BEV)
for investments in e-Government efforts would give
information about increasing value of an e-
Government initiative
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24. Conclusion
e-Governance can be
referred as an innovation
management process.
with the help of
IMMF, conceptual content
analysis run on the existing
surveys
this study demonstrates
new way of analyzing
existing practices of the
UN.
proposes a set of
recommendations.
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