This paper reports the findings from an empirical analysis of stakeholder opinions relating to t‐government within a United Kingdom local authority. These t‐government initiatives are related to a national drive for the implementation of t‐government from the UK Central Government. The aim of this paper is to gain insight, knowledge and understanding into important issues relating to t‐government from a single case study, senior executive, decision making and user perspective, and to develop a framework for t‐government.
The paper utilises an interpretive exploratory case study research via structured interviews with senior and strategic executives in the case study organisation.
A conceptualised framework for t‐government is extrapolated from the issues raised in the case study, to assist with the t‐government initiatives for UK public sector and elsewhere.
The paper is a single case study, not generalisable, but may be generally useful (Walsham).
The paper extrapolates lessons learnt, framework and options for successful t‐government deployment, from a senior executive user perspective.
Social inclusion is an important and current issue and is discussed in context of the case study.
The paper brings together the literature, recent discussions within enterprise, United Kingdom Central Government, public sector and t‐government, together with an exploratory empirical public sector case study from a senior user perspective. The aim is to inform theory and practice.
Jones, S. (2012), "Understanding t‐government progress and issues: a case study of a United Kingdom local authority", Journal of Enterprise Information Management, Vol. 25 No. 6, pp. 605-618. https://doi.org/10.1108/17410391211272856Download as .RIS
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