What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Can cities become smart without being sustainable? A systematic review of the literature

https://mostwiedzy.pl/pl/publication/download/1/digital-government-evolution-from-transformation-to-contextualization_41590.pdf

Digital government evolution: From transformation to contextualization

The governance of smart cities: A systematic literature review

Understanding 'smart cities': Intertwining development drivers with desired outcomes in a multidimensional framework

Understanding the e-government paradox: Learning from literature and practice on barriers to adoption

Most of the definitions of a ?smart city? make a direct or indirect reference to improving performance as one of the main objectives of initiatives to make cities ?smarter?. Several evaluation approaches and models have been put forward in literature and practice to measure smart cities. However, they are often normative or limited to certain aspects of cities' ?smartness?, and a more comprehensive and holistic approach seems to be lacking. Thus, building on a review of the literature and practice in the field, this paper aims to discuss the importance of adopting a holistic approach to the assessment of smart city governance and policy decision making. It also proposes a performance assessment framework that overcomes the limitations of existing approaches and contributes to filling the current gap in the knowledge base in this domain. One of the innovative elements of the proposed framework is its holistic approach to policy evaluation. It is designed to address a smart city's specificities and can benefit from the active participation of citizens in assessing the public value of policy decisions and their sustainability over time. We focus our attention on the performance measurement of codesign and coproduction by stakeholders and social innovation processes related to public value generation. More specifically, we are interested in the assessment of both the citizen centricity of smart city decision making and the processes by which public decisions are implemented, monitored, and evaluated as regards their capability to develop truly ?blended? value services-that is, simultaneously socially inclusive, environmentally friendly, and economically sustainable.

Smart Cities Governance

The non‐profit sector is at present involved in a deep renewal process. Non‐profit organizations are required to deliver tailored and high‐quality services in order to overcome environmental complexity and scarcity of resources. In this context, non‐profit organizations are being called to reengineer their core processes and organizational paradigms. To achieve excellence, all available resources should be managed with increased effectiveness and efficiency, the most important of these being knowledge. This paper contributes to the literature about the role which knowledge management plays in achieving excellence in the non‐profit sector. In particular, the main results from an explorative survey of Italian non‐profit organizations are formalized and discussed.

Knowledge management in non‐profit organizations

https://isiarticles.com/bundles/Article/pre/pdf/8222.pdf

Managing a public sector project: the case of the Italian Treasury Ministry

Despite the plethora of research, policy analysis and practice works produced in the last two decades for explaining the potential of eGovernment and its impact on society, there is still very limited evidence that the promised productivity gains have been achieved. To date, its potential remains hypothetical. This eGovernment paradox contrasts the level of investments with the little impact produced and/or demonstrated so far. In this paper we attempt to provide an interpretation of this paradox, looking specifically at the sharp mismatch between the supply of online public services (deployment) and their usage (adoption), which we define as the "Adoption paradox". The paper on the bases of a systematic review of the adoption barriers uncovered by almost twenty years of scientific and practitioner-generated analysis and evidence, rises the conclusions that, in most mature governments, the key barriers to real take up of eGovernment are those related to the lack of both a structured policy evaluation process and an effective stakeholders' engagement. The paper suggests that the critical success factor for eGovernment adoption is a transparent and trustworthy policy decision making process and that its key prerequisite is the definition and implementation of a well organized and fully participatory evaluation framework.

Alberto Savoldelli

Papers

Understanding the e-government paradox: Learning from literature and practice on barriers to adoption

Smart Cities Governance

Knowledge management in non‐profit organizations

Managing a public sector project: the case of the Italian Treasury Ministry

Explaining the eGovernment paradox: an analysis of two decades of evidence from scientific literature and practice on barriers to eGovernment