These new technologies have the potential to provide higher levels of efficiency and the ability to reduce costs for government while simultaneously increasing productivity and delivering better quality services for stakeholders in public management (Weerakkody & Dhillon, 2008).
One of the consequences of adopting a private sector mentality has been an increased level of Information Technology (IT) projects, with a concurrent need for organisational transformation (Tan & Pan, 2003). Although organisations in this sector may not operate within competitive environments in the traditional sense, changes in management philosophies are causing these organisations to think and act more like private sector ones (Gulledge & Sommer, 2002, Hughes et al., 2006). In response to a growing range of demands, the governance process of the public sector is undergoing modernisation (Pärna & von Tunzelmann, 2007). The conclusions from the research stress the importance of planning for process change and the support of top management in the achievement of the efficiency gains and improved customer experience that are outcomes of e-Government. In this way the research attempts to add to, and complement, the existing pool of studies exploring e-Government induced change. This study fulfils an identified need for research in Business Process Change (BPC) in the implementation of e-Government initiatives. The analysis highlights that the implementation of e-Government initiatives beyond basic service levels necessitates business process change in order to reap rewards. In-depth enquiries into how public sector organisations manage IT-enabled transformations have remained relatively limited and this case contributes to this emerging body of literature. AbstractThis research investigates one of the first e-Government services launched as part of Ireland’s Information Society programme, the Irish Land Registry’s implementation of their award winning Electronic Access (EAS) project.
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