Knowledge networks in Digital Government projects

Abstract

In recent years, public sector organizations all over the world have enthusiastically adopted Internet-related technologies. Generally, the introduction of these new information technologies (IT) takes place in the form of a project, often referred to as digital government projects. A few years into this development, many agencies now have a website, offering a range from mere information to sophisticated tools. Governments have invested large sums in IT projects; however, the expectations in terms of more efficient operations are far from being fulfilled.
In this paper, I attempt to find potential explanations for this phenomenon from an organizational perspective. In particular, I explore how intra- and interorganizational knowledge transfer processes facilitate (or undermine) the success of e-government projects. I argue that knowledge transfer processes play a major role in the conception, development, and implementation of IT projects. I compare four different projects in Switzerland and the US with regard to the project team and their decision making processes. Findings from the case studies give insights on the motivation for the projects, the formation of the team and the choice of the team leader, as well as the use of internal and external knowledge throughout the projects.