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Grounded Theory Analysis of Successful Implementation of E-Government Projects: Exploring Perceptions of E-Government Authorities
Abstract
This article explores the perceptions of senior managers about the successful implementations of e-government projects in their agencies, identifying what problems they have encountered and how they have addressed these problems better. 17 e-government projects were interviewed to reveal their underlying perceptions on the successful implementation of e-government projects in their agencies. After analyzing their interview transcripts, forty-nine constructs were revealed, refined, and categorized. The findings indicate that there is a lack of consensus among project managers about what constitutes e-Government project success, there was agreement across all levels of management that project success needs to be measured through a set of quantitative measures such as the number of transactions submitted through the e-government system, number of users using the system, and total time required to complete a process. Drawing from the empirical findings, this article presents a conceptual framework for change management in e-government projects together with a set of recommendations.
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