Implementing E-Business Models in the Public Services

Abstract

Despite the significant progress made by research into e-business models, the issue of how public sector organisations can successfully make the transition from traditional approaches to e-business by taking advantage of e-technologies has received little attention. This chapter draws on qualitative, longitudinal case-study research carried out between 2001 and 2005 in Britain’s national mapping agency to reveal the processes of strategic and organisational transformation engendered by E-business in an organisation evolving from the classical, bureaucratic and centralised ‘public sector model’ towards a new organisational form through embracing e-business as a corporate philosophy. The study also explores the key components of the new e-business model implemented by the organisation and the contextual factors that impacted on the effectiveness of E-strategy implementation in order to draw a list of best practices for the implementation of E-business in a public sector context.