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  <doc>
    <id>3547</id>
    <completedYear/>
    <publishedYear>2019</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber>130</pageNumber>
    <edition/>
    <issue/>
    <volume/>
    <type>workingpaper</type>
    <publisherName/>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>2020-06-09</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">Meta-analysis of digitalisation strategies in eight European countries</title>
    <abstract language="eng">EXECUTIVE SUMMARY&#13;
&#13;
A large body of literature claims that ICT and digitalisation have triggered broad organisational and cultural changes in public organisations. These changes have led many to conclude that a new era has begun that is characterised by collaboration within intra-and intersectoral networks and this has become a key paradigm for public sector governance and innovation. Yet, empirical evidence of a shift towards “Networked Governance” remains limited, and few have explored further the linkages between digitalisation and collaboration in the public sector. Work Package 6 of the TROPICO project addresses this void by providing a meta-analysis of the design, coordination, and implementation of national digitalisation strategies in eight European countries with different administrative traditions (Estonia, France, Germany, Italy, Netherlands, Norway, Spain, and UK). By coding the countries’ first significant and most recent strategies, we examine whether there is evidence supporting the argument of a paradigmatic shift with respect to public sector governance and collaboration. The final analysis is based on 8496 codes and on an additional questionnaire filled out by the relevant TROPICO partners’ country teams. Based on our results we cannot conclude that a Networked Governance is emerging in the era of digital government, but rather find confirmation that all reform paradigms are present in governments’ digitalisation efforts. In fact, the way in which digital transformation of the public sector is put forward in the strategies may strengthen hierarchical patterns of command and control. Findings further indicate that over time collaboration has changed regarding scope and motives, while its intensity has remained relatively weak. Moreover, administrative traditions do not serve as explanatory approach for country variations in the context of digitalisation strategies. Rather, divergences are explained by the different geneses and purposes of the documents. However, we observe similarities in the perceived success factors: a common vision, cultural change, accessibility, leadership and trust are main recurring themes. Furthermore, we find no conclusive evidence that governance paradigms and collaborative arrangements in the digitalisation strategies influencethe performance of digital government. Lastly, in the conclusion of the report, we address some recommendations to practitioners for designing and implementing digitalisation strategies</abstract>
    <identifier type="url">https://tropico-project.eu/download/d6-1-meta-analysis-of-e-government-digitalisation-strategies/?wpdmdl=1137&amp;refresh=5edd7192271831591570834</identifier>
    <licence>Metadaten / metadata</licence>
    <author>Gerhard Hammerschmid</author>
    <submitter>Angelika Behlen</submitter>
    <author>Enora Palaric</author>
    <author>Maike Rackwitz</author>
    <author>Kai Wegrich</author>
    <collection role="HertieResearch" number="">Centre for Digital Governance</collection>
    <thesisPublisher>Hertie School</thesisPublisher>
  </doc>
  <doc>
    <id>3549</id>
    <completedYear/>
    <publishedYear>2019</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber>4</pageNumber>
    <edition/>
    <issue/>
    <volume/>
    <type>workingpaper</type>
    <publisherName/>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>2020-06-09</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">Internal collaboration as a cornerstone of national digitalisation strategies Empirical findings and recommendations</title>
    <identifier type="url">https://tropico-project.eu/download/d6-2-policy-brief-internal-collaboration-as-a-cornerstone-of-national-digitalisation-strategies-empirical-findings-and-recommendations/?wpdmdl=1172&amp;refresh=5edd72debc8aa1591571166</identifier>
    <licence>Metadaten / metadata</licence>
    <author>Gerhard Hammerschmid</author>
    <submitter>Angelika Behlen</submitter>
    <author>Enora Palaric</author>
    <author>Maike Rackwitz</author>
    <author>Kai Wegrich</author>
    <collection role="HertieResearch" number="">Centre for Digital Governance</collection>
    <thesisPublisher>Hertie School</thesisPublisher>
  </doc>
  <doc>
    <id>4906</id>
    <completedYear/>
    <publishedYear>2024</publishedYear>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst>411</pageFirst>
    <pageLast>430</pageLast>
    <pageNumber/>
    <edition/>
    <issue>2</issue>
    <volume>37</volume>
    <type>article</type>
    <publisherName/>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation/>
    <belongsToBibliography>0</belongsToBibliography>
    <completedDate>2023-03-20</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">A shift in paradigm? Collaborative public administration in the context of national digitalization strategies</title>
    <abstract language="eng">Despite claims of a paradigmatic shift toward the increased role of networks and partnerships as a form of governance—driven and enabled by digital technologies—the relation of “Networked Governance” with the pre-existing paradigms of “Traditional Weberian Public Administration” and “New Public Management” remains relatively unexplored. This research aims at collecting systematic evidence on the dominant paradigms in digitalization reforms in Europe by comparing the doctrines employed in the initial and most recent digitalization strategies across eight European countries: Estonia, France, Germany, Italy, The Netherlands, Norway, Spain, and the United Kingdom. We challenge the claim that Networked Governance is emerging as the dominant paradigm in the context of the digitalization of the public sector. The findings confirm earlier studies indicating that information and communication technologies tend to reinforce some traditional features of administration and the recentralization of power. Furthermore, we find evidence of the continued importance of key features of “New Public Management” in the digital era.</abstract>
    <parentTitle language="eng">Governance</parentTitle>
    <identifier type="doi">10.1111/gove.12778</identifier>
    <note>First published: 20 March 2023</note>
    <note>Open Access publication is funded by the Hertie School Library</note>
    <enrichment key="opus.source">publish</enrichment>
    <licence>Metadaten / metadata</licence>
    <author>Gerhard Hammerschmid</author>
    <submitter>Geena Carlisle</submitter>
    <author>Enora Palaric</author>
    <author>Maike Rackwitz</author>
    <author>Kai Wegrich</author>
    <collection role="HertieResearch" number="">Centre for Digital Governance</collection>
    <collection role="AY-23-24" number=""/>
    <collection role="OA_funding" number="">Open Access publication is funded by the Hertie School Library</collection>
    <thesisPublisher>Hertie School</thesisPublisher>
  </doc>
</export-example>
