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This paper aims to analyse several reported case studies of electronic government (EG) application to uncover the driving forces behind EG application, the approaches and methods adopted and the levels of success of their associated initiatives.

Six countries were chosen as potential cases for this study. The selection was made so that the cases can be comparable to each other, whilst in the same time provide richness to the study in terms of their coverage of the different EG dimensions.

This study shows comparison of various EG methodologies employed by a selected group of six countries and concludes with criteria for improvement in EG services implementation based on a thorough study of EG strategies and past major project implementations.

The level of success posted by selected cases is different amongst implementers, which leads to the need for benchmarking a variety of EG experiences in different contexts and cultures.

The paper provides a review of EG relevant literature, and a detailed discussion of the cases and their review analysis. This kind of benchmarking study helps uncover the factors of success, the priorities of implementation in EG initiatives, and the effective approaches to be followed.

This paper presents a holistic review of the literature related to business process re‐engineering (BPR). It reviews some definitions of BPR and clarifies confusion around its concepts, traces the evolution of BPR and identifies its main drivers, and discusses issues of integrating BPR with TQM, benchmarking and change management. It then provides a strategic view of BPR implementation, conceptualises the major role of IT in BPR, reviews BPR approaches, methodologies, techniques and software tools, and discusses the scope of BPR and level of radicalness as indicators of degree of change. Aspects of improving business through BPR and the impacts of IT‐enabled change on organisations are identified and, finally, current and future development of BPR concepts and practice are also reviewed.

Although SAP R/3 has become widely utilised as a means to change IT systems and business processes, not all organizations embarking on its implementation have achieved their intended results. However, leading practices have demonstrated that success is essentially conditional on managing adequately the complex context of implementation, which necessitates organizational changes across various key areas related to strategy, business processes, IT, structure, culture, and management systems. This paper describes a proposed model presenting the implementation of SAP R/3 from an integrative and holistic perspective. The model is developed based on reported experiences of several best practice organizations. The central theme of the paper argues that at the heart of effective SAP R/3 implementation, a fully balanced perspective has to be taken. On the other hand, the exclusive focus on technical aspects, at the cost of change management elements, has proved to be far from successful.

Now that the hype is well and truly over, a cooler analysis of the costs and benefits of e‐commerce can begin. What is becoming increasingly apparent is that each company’s experience is different – from the reasons why they adopted an e‐commerce strategy, to the practical challenges they have faced, through to the results so far.