Abstract
Transformational e-government (t-government) aims to realize public sector reform. Yet many of the large transformation projects have not resulted in the desired outcomes, as stakeholders did not adopt the results of the projects. These projects are characterized by a large number of stakeholders, many uncertainties and complexities. Although there is a vast amount of literature available on project failure and despite its importance of this topic, little is known about factors influencing the adoption of large transformation projects by stakeholders. In this paper factors influencing and delaying the adoption of a large transformation project are identified. Adoption is hindered by a combination of factors originating from the complexity and uncertainties in combination with too high ambition levels and the neglecting existing realities. During the transformation process the focus on the users was lost and shifted towards an internal orientation.
Chapter PDF
Similar content being viewed by others
References
Beynon-Davies, P.: Models for e-government. Transforming Government: People, Process and Policy 1(1), 7–28 (2007)
Bharosa, N., Janssen, M., Wijk, R.V., Winne, N.D., Voort, H.V.D., Hulstijn, J., et al.: Tapping into existing information flows: The transformation to compliance by design in business-to-government information exchange. Government Information Quarterly 30(supplement), s9–s18 (2013)
Cordella, A., Iannacci, F.: Information systems in the public sector: The e-Government enactment framework. Journal of Strategic Information Systems 19, 52–66 (2010)
Daniels, C.B., LaMarsh, W.J.: Complexity as a Cause of Failure in Information Technology Project Management. Paper Presented at the IEEE International Conference on System of Systems Engineering, SoSE 2007 (2007)
Davis, F.D.: Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology. MIS Quarterly 13(3), 319–340 (1989)
Dawes, S.S.: The Evolution and Continuing Challenges of E-Governance. Public Administration Review (Special issue on The Quest for High-Performance Administration) 68(4), S86–S102 (2008)
Gauld, R.: Public sector information system project failures: Lessons from a New Zealand hospital organization. Government Information Quarterly 24, 102–114 (2007)
Irani, Z., Elliman, T., Jackson, P.: Electronic transformation of government in the UK: a research agenda. European Journal of Information Systems 16(4), 327–335 (2007)
Janssen, M., Veenstra, A.F.V., Groenleer, M., Voort, H.V.D., Bruijn, H.D., Bastiaansen, C.: Uit het Zicht: Beleidsmaatregelen voor het versnellen van het gebruik van ICT-toepassingen voor administratieve latenverlichting Delft: ACTAL (2010)
Loukis, E., Charalabidis, Y.: Why do eGovernment Projects Fail? Risk Factors of Large Information Systems Projects in the Greek Public Sector: An International Comparison 7, 2(59-77) (2011)
Lu, X., Liu, H., Ye, W.: Analysis failure factors for small & medium software projects based on PLS method. Paper Presented at the The 2nd IEEE International Conference on Information Management and Engineering, ICIME (2010)
McAfee, Andrew: When too much IT knowledge is a dangerous thing. MIT Sloan Management Review, 83–89 (2003)
McConnell, S.: Rapid Development. Microsoft Press (1996)
Morgeson III, F.V., Mithas, S.: Does E-Government Measure Up to E-Business? Comparing End User Perceptions of U.S. Federal Government and E-Business Web Sites. Public Administration Review 69(4), 740–752 (2009)
Nelson, R.R.: IT project Management: Infamous failures, classic mistakes and best practices. MISQ Executive 6(2), 67–78 (2007)
Orlikowski, J.W.: Using Technology and Constituting Structures: A practice Lens for Studying Technology in Organizations. Organization Science 11(4), 404–428 (2000)
Pinto, J.K., Mantel Jr., S.J.: The causes of project failure. IEEE Transactions on Engineering Management 37(4), 269–276 (1990)
Rogers, E.M.: Diffusion of innovations. Free Press, New York (2003)
Venkatesh, V., Morris, M., Davis, G., Davis, F.: User Acceptance of Information Technology: Toward a Unified View. MIS Quarterly 27(3), 425–478 (2003)
Weerakkody, V., Dhillon, G.: Moving from E-Government to T-Government: A Study of Process Re-engineering Challenges in a UK Local Authority Perspective. International Journal of Electronic Government Research 4(4), 1–16 (2008)
Weerakkody, V., Janssen, M., Dwivedi, Y.: Transformational Change and Business Process Reengineering (BPR): Lessons from the British and Dutch Public Sector. Government Information Quarterly 28(3), 320–328 (2011)
Yeo, K.T.: Critical failure factors in information systems projects. International Journal of Project management 20(3), 241–246 (2002)
Yin, R.: Case Study Research: Design and Methods, 4th edn. SAGE Publications, California (2009)
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2013 IFIP International Federation for Information Processing
About this paper
Cite this paper
Janssen, M., van Veenstra, A.F., van der Voort, H. (2013). Management and Failure of Large Transformation Projects: Factors Affecting User Adoption. In: Dwivedi, Y.K., Henriksen, H.Z., Wastell, D., De’, R. (eds) Grand Successes and Failures in IT. Public and Private Sectors. TDIT 2013. IFIP Advances in Information and Communication Technology, vol 402. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-38862-0_8
Download citation
DOI: https://doi.org/10.1007/978-3-642-38862-0_8
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-38861-3
Online ISBN: 978-3-642-38862-0
eBook Packages: Computer ScienceComputer Science (R0)