DARIEL P.

ROJA
BPAOUMN 2-1
PUAD 205 – KNOWLEDGE MANAGEMENT AND ICT

E-GOVERNMENT AS AN INNOVATIVE PRODUCT: THEORIES AND CASE

STUDY
by Leonidas Anthopoulos, Christopher G. Reddick, Irene Giannakidou, And Nikolaos
Mavridis

In the realm of digital governance, the case study by Leonidas Anthopoulos,

Christopher G. Reddick, Irene Giannakidou, and Nikolaos Mavridis, titled "E-
Government as an Innovative Product: Theories and Case Study," challenges the
conventional understanding of e-government. The authors advocate for a paradigm
shift, proposing that e-government should be regarded not merely as a channel for
citizen access but as an innovative product with the power to transform the public
sector. This essay critically examines the historical context, goals, and challenges
associated with e-government, emphasizing the imperative need for a new
perspective.
The Paradigm Shift: E-Government as an Innovative Product
At the core of the author's argument is the notion that e-government should be
approached through the lens of innovation management. They contend that
governments should redefine their perspective on e-government, recognizing it as an
innovative product and promoting its deployment through a structured innovation
management process. The introductory section provides a historical backdrop,
highlighting transparency, efficiency, and accessibility as historical goals of e-
government, setting the stage for an exploration of its potential as a transformative
innovation.
Literature Review: Innovation, Management, and E-Government
The research offers a comprehensive analysis of innovation, innovation
management, and the intricate connection between e-government and innovation.
The authors categorize different types of innovation, emphasizing the need for a
systematic approach to manage e-government innovation effectively. They challenge
the prevalent perception of e-government as a mere alternative channel for citizen
access, urging a shift in mindset towards recognizing its potential as a transformative
innovation.
Case Study: Healthcare.gov and Real-world Implications
Through a case study focused on the Healthcare.gov website, a notable e-
government project failure, the authors employ a mixed-methods approach, including
the analysis of Twitter feeds to gauge public sentiment. This real-world example
illustrates the consequences of inadequate project management and the failure to
recognize e-government's innovativeness, offering insights into the challenges faced
by such initiatives.
Research Questions and Exploration

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 The said research proceeds to delve into key research questions, exploring
whether e-government can be considered an innovative product, how governments
approach e-government in terms of innovation, and what changes would occur if e-
government were treated as an innovation. Grounded in the case study of
Healthcare.gov, the exploration provides concrete evidence of the repercussions of
neglecting e-government's potential as an innovative product.
Conclusion: Addressing Failures and Unlocking Potential
The research concludes by asserting that recognizing e-government as an
innovative product is pivotal in addressing existing failures. The proposed innovation
management process integrates interdisciplinary perspectives, emphasizing a strong
commitment to innovation, market pull, and efficiency. The authors argue that such
an approach has the potential to bridge gaps in existing e-government
implementation methods and significantly contribute to economic growth, aligning
with one of the primary objectives of e-government.
Key Takeaways and Insights
This topic or article challenges the conventional view of e-government,
shedding light on project failures and challenges while introducing an innovation
management process. Emphasizing market focus and a strong commitment, the
authors link e-government to economic growth. This encourages a paradigm shift,
urging governments to treat e-government as an innovative product to unlock its full
potential and deliver more effective, efficient, and citizen-centric public services.

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