Smart Government Lab
Type
applied research project
Start Date
January 1, 2017
End Date
December 31, 2019
Status
ongoing
Leader contributor(s)
Member contributor(s)
Frischknecht, Ruth
Partner(s)
Stadt St. Gallen
PwC Schweiz
Funder
Method(s)
Szenariotechnik
Expertenpanel
Expertenpanel
Range
HSG + Partners
Range (De)
HSG + Partner
Eprints ID
247354
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Item type:Publication, The role of trust in the adoption of cooperative arrangement types in e-credentials marketsThe interest in digital identities has increased considerably in academia and practice in recent years. This can be seen by the many electronic identity projects worldwide and the numerous published studies that provide insightful narratives and descriptive case findings about success factors and barriers to the adoption of national authentication infrastructures. In this paper, we take a closer look to the role of trust on the design and implementation of a nation-wide e-credential market. We argue that trust in political and economic institutions can be an important factor to explain differences in the chosen cooperative arrangement which can range from monopolistic, purely state-controlled e-credential markets, to polypolistic, decentralized e-credential markets where also private vendors offer state recognized e-ID on their own or in partnership with the government. Following an inductive reasoning process, we develop three testable propositions which may inspire further empirical research and offer practitioners a new angle to rethink e-credential markets in the light of citizen trust in political and economic institutions.Type:journal articleJournal:Information PolityVolume:28 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Smart Government: Ein Handbuch für Führungskräfte aus Politik und Verwaltung. Wie Führungskräfte aus Politik und Verwaltung
Smart Government in der Schweiz fördern können(PwC Schweiz, 2019-07); ; Baldinger, GustavType:monograph - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Smart government: a playbook for politicians and public managers(PwC Switzerland, 2019-07); ; Baldinger, GustavBased on the enablers we have identified, politicians and public managers can assess their organisation’s capability to implement smart government, identify gaps and eventually boost the success of smart government initiatives. In the paper we suggest some key questions for politicians and public managers to get an initial idea of where the major gaps might be. This has to be followed by a detailed maturity assessment. After identifying the gaps, politicians and public managers need to prepare projects or measures to fill them.Type:monograph - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Pantoffeltierchen-Politik dank Echtzeit-InformationType:journal articleJournal:Innovative Verwaltung : IV : das Fachmedium für erfolgreiches VerwaltungsmanagementIssue:4 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Trendradar 2022. Handlungsansätzefür den öffentlichen Sektor(2022); ; - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Digital GovernmentDigital government comprises several initiatives and strategies for modernizing public administration in recent decades, all of which aim to exploit the potentials of new and innovative technologies, methods and approaches. There is very strong interest from both practitioners and academics, which has given rise to a wide range of terms and concepts. This chapter outlines the development of digital government along the main governance paradigms and describes the drivers and the goals being pursued. It outlines the barriers to implementation as well as the success factors, and concludes with a brief outlook.Type:book sectionScopus© Citations 4 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The role of dynamic managerial capabilities and organizational readiness in smart city transformationThis study focuses on the dynamic managerial capabilities of smart city managers and the organizational readiness of a city administration required to drive smart city transformation. After reviewing the literature, we conducted semi-structured interviews with smart city managers in 40 smart cities. We identified five dynamic capabilities that effectively contribute to smart city transformation: seizing, sensing, innovation, integrative, and empowering capability. Our analysis also reveals that a city administration's organizational readiness plays a critical role in these transformative processes and relies on four factors: innovation readiness, resource readiness, a participatory and collective mindset, and strategic readiness. Based on our findings, we suggest a theoretical framework composed of 10 propositions that describe the mutual influences of these dynamic managerial capabilities and organizational readiness factors, together with their contributions to smart city transformation. We conclude with a discussion of the limitations and the implications for future research and practice.Type:journal articleJournal:CitiesScopus© Citations 59
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