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Cited by 265E-Government and Public ServicesPublic Policy and Administration ResearchPublic Administration and Political Analysis

Digital government transformation: A structural equation modelling analysis of driving and impeding factors

Open access
Tangi, Luca, Janssen, Marijn, Benedetti, Michele, Noci, Giuliano·2021·International Journal of Information Management
DOI 10.1016/j.ijinfomgt.2021.102356
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AI snapshot

Written from the paper’s full text.

TL;DR

This paper develops and tests a framework of factors that drive or impede digital government transformation (DGT) using survey data from Italian public organizations. It finds that managerial change activities are the strongest positive influence, organizational barriers hinder transformation, and cultural barriers do not significantly impede it.

Key findings

  • Managerial activities had the strongest positive association with DGT (standardized estimate = .573, p = .000) and also slightly reduced organizational barriers (estimate = -.113, p = .043).
  • Organizational barriers negatively affected DGT (estimate = -.148, p = .044), while cultural barriers did not have a significant effect (estimate = .060, p = .387), even though cultural barriers were reported at relatively high levels (means above 3 out of 5).
  • Organizational size had no direct effect on DGT (estimate = -.004, p = .925), but larger organizations reported higher organizational barriers (estimate = .193, p = .000) and higher cultural barriers (estimate = .295, p = .000).
  • Transformation was uneven: technical elements such as processes and information systems were more transformed than social elements such as culture, structure, and people’s duties and tasks.

Methods

  • A questionnaire was sent to Italian public organizations between January and May 2020; 506 responses were collected, and 491 usable responses remained after excluding missing data. The sample was mostly municipalities (94%) and public managers (58%).
  • The survey measured DGT with five items, barriers with six items, and managerial activities with six items, plus demographic and organizational questions. It was pilot-tested with public managers before distribution.
  • Structural equation modeling was conducted with IBM SPSS Amos version 25, preceded by confirmatory factor analysis. The structural model fit was reported as chi-square/df = 2.144, CFI = .964, TLI = .955, SRMR = .044, RMSEA = .048, PClose = .623.

Limitations

  • The authors state that the list of managerial activities is not exhaustive or policy-specific; DGT is limited to organizational boundaries even though it involves a wider stakeholder ecosystem; SEM required limiting constructs, so only cultural and organizational barriers were included and internal/external drivers were excluded; SEM does not establish causality; and the study is confined to the Italian context.
  • The authors also note that the organization was treated as a whole, overlooking internal dynamics, so cultural barriers might still matter within specific transformation projects.
  • Evident from the text: the design is a cross-sectional, self-reported survey with a sample skewed toward municipalities and older, long-tenured public-sector respondents, which may limit generalizability; the organizational barriers construct had an AVE of .495, just below the conventional .5 threshold, which the authors acknowledge.

Model-written summary. Check it against the paper before relying on it.

Integrity signals

Registry

Crossref · 10.1016/j.ijinfomgt.2021.102356

Cites

53 of 54 references verified0 citation errors · 1 not checkable

Statistics

Nothing to recompute.

Claims the paper makes

10 of 41 cited sources checked · 8 supported · 0 flagged · accuracy not yet measured

  • Premisecitation

    Literature on DGT is still scarce.

    “In fact, while the literature on digital transformation in business is quite extensive (Vial (2019) identified 282 papers until June 2018, Hanelt et al. (2020) identified 279 papers until the end of 2018 but only in the management field), the literature on DGT is still scarce (Curtis, 2019;Gong et al., 2020;Mergel et al., 2019;Pittaway & Montazemi, 2020).”
    Quote in the paperSubstantial claim1 of 3 sources checked
    • cites Curtis, 2019 source
    • cites Gong et al., 2020 source
    • cites Mergel et al., 2019 source
  • Interpretationcitation

    The same trend of partial digitalization and ongoing DGT can be found in countries having very different dimensions, institutional characteristics, and pervasiveness in the usage of digital technologies in public affairs.

    “These results were similar to the ones obtained in a previous study in the Netherlands (Tangi et al., 2020), highlighting that the same trend can be found in countries having very different dimensions, institutional characteristics, and pervasiveness in the usage of digital technologies in public affairs (for this feature we referred to the last benchmarking analysis by the European Commission (20”
    Quote in the paperNot a substantial claim1 of 2 sources checked
    • cites Tangi et al., 2020 source
    • cites European Commission (2020)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • Rests on an assumption: The 491 survey respondents are representative of Italian public organizations.
    • Rests on an assumption: The survey responses accurately reflect the organizations' actual DGT, barriers, and managerial activities.
  • Premisecitation

    The t-government and DGT literature is mainly qualitative.

    “Finally, the t-government and DGT literature is mainly qualitative (Omar et al., 2020).”
    Quote in the paperSubstantial claim1 of 1 sources checked
    • cites Omar et al., 2020 source
  • Findingown data

    The introduction of digital technologies only partially transformed public organizations.

    “The descriptive statistics (Table 5) show that the introduction of digital technologies only partially transformed public organizations.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The 491 survey respondents are representative of Italian public organizations.
    • Rests on an assumption: The survey responses accurately reflect the organizations' actual DGT, barriers, and managerial activities.
  • Findingown data

    Digital technologies are transforming the technical system of an organization (information systems and processes) more than the social system.

    “While digital technologies are nowadays transforming the technical system of an organization (information systems and processes), the social one has a lower level of transformation.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The 491 survey respondents are representative of Italian public organizations.
    • Rests on an assumption: The survey responses accurately reflect the organizations' actual DGT, barriers, and managerial activities.
  • May combine two claims. 14
  • Classified as probably not a substantial claim. 25
  • The quote only partly states this claim. 3

  • May combine two claims.

    Premisecitation

    Literature on DGT is mainly based on case studies, lacking quantitative evidence assessing on a large scale the depth and width of DGT.

    “Moreover, literature is so far mainly based on case studies, lacking quantitative evidence assessing on a large scale the depth and the width of DGT (Omar et al., 2020).”
    • Also stated in: § H1. Organizational barriers negatively influence DGT · plain
      “Several studies made an effort of identifying and classifying existing barriers (see for example Al-Emadi & Anouze, 2018;Ashaye & Irani, 2019;van Veenstra et al., 2011), however, those studies are mainly theoretical or based on case studies, leaving a gap of the quantitative studies that collect this body of knowledge and test it on a large scale (Omar et al., 2020).”
    Quote in the paperSubstantial claim1 of 1 sources checked
    • cites Omar et al., 2020 source

      In “Capacity of Structures Organisation Resources” (page unavailable), the review reports that 67% of the papers used qualitative methods and that case studies were among the most frequent qualitative approaches. Its discussion of research designs (page unavailable) counts 149 case-study papers among 496 reviewed, so it does not establish that the literature is mainly case studies. The cited passages also do not establish a lack of large-scale quantitative evidence assessing the depth and width of DGT. (LLM, conf=0.85)

      Experimental — accuracy not yet measured

  • Classified as probably not a substantial claim.

    Premisecitation

    A previous study in the Netherlands shows that the technical system is often changed by digital technologies while the social system is less affected.

    “Despite the need for such transformation, a previous study (Tangi et al., 2020) conducted in the Netherlands, shows that so far in public organizations those five areas are not all equally impacted: while the technical system is often changed by the developments of digital technologies, the social system is less affected.”
    Quote in the paperSubstantial claim1 of 1 sources checked
    • cites Tangi et al., 2020 source

  • May combine two claims.

    Premisecitation

    Similar results were found in a previous study carried out in the Netherlands, suggesting the possibility of generalization.

    “Similar results were found in a previous study carried out in the Netherlands (Tangi et al., 2020), suggesting the possibility of generalization.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Tangi et al., 2020 source

      The Conclusion reports results from a survey in the Netherlands, so the cited paper is a previous Dutch study with relevant findings. The citing sentence does not specify which results are similar, so that comparison cannot be verified from the source alone. The Conclusion also says that research in another country is needed to determine whether its findings generalize. (LLM, conf=0.78)

      Experimental — accuracy not yet measured

  • Classified as probably not a substantial claim.

    Premisecitation

    Bigger organizations are expected to need more bureaucratic work, having standard procedures embedded in the organizational culture.

    “Following a similar argument, bigger organizations are expected to need more bureaucratic work, having standard procedures embedded in the organizational culture (Weerakkody et al., 2019;Tangi et al., 2020).”
    Quote in the paperSubstantial claim1 of 2 sources checked
    • cites Weerakkody et al., 2019 source
    • cites Tangi et al., 2020 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductcitation

    The study excluded the effect of internal and external drivers.

    “For example, we excluded the effect of internal and external drivers (Tangi et al., 2020).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Tangi et al., 2020 source

  • May combine two claims.

    Study design and conductown data

    The analysis is limited to the Italian context and did not collect evidence from other countries.

    “Moreover, we delineate the analysis in the Italian context and even though similar results were found in a previous study carried out in the Netherlands (Tangi et al., 2020), suggesting the possibility to explore generalization, we did not collect evidence from other countries.”
    Quote in the paperSubstantial claim1 of 1 sources checked
    • cites Tangi et al., 2020 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    The current situation due to COVID-19 has made digital transformation obligatory for all sectors.

    “The current situation due to COVID-19 has made such transformation obligatory for all sectors (Fletcher & Griffiths, 2020).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Fletcher & Griffiths, 2020 source

  • May combine two claims. The quote only partly states this claim.

    Findingown data

    The Scopus search found only 38 articles explicitly referring to DGT, of which only 4 were published before 2019, and 32 use qualitative methods.

    “As reported in Fig. 1, a quick research on the Scopus database on DGT combining the keywords”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data

    Bigger organizations experience higher barriers, both organizational and cultural.

    “Finally, the control variable, i.e. the dimension of the organization, does not have any direct effect on DGT, whereas bigger organizations experience higher barriers, both organizational and cultural.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: The 491 survey respondents are representative of Italian public organizations.
    • Rests on an assumption: The causal directions specified in the DGT framework (e.g., barriers and managerial activities influence DGT) are correct.
    • Rests on an assumption: The survey responses accurately reflect the organizations' actual DGT, barriers, and managerial activities.

  • May combine two claims.

    Findingown data

    Organizational barriers and lack of support are impeding factors for DGT.

    “Organizational barriers and lack of support are impeding factors.”
    • Also stated in: § 1. Introduction · plain
      “Results show that DGT is hindered by organizational barriers but not by cultural barriers.”
    • Also stated in: § 4.3. Hypotheses testing: results of the structural model · plain
      “On the one hand, organizational barriers are confirmed to hinder DGT and are often, though sometimes only slightly, affected by managerial activities.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The 491 survey respondents are representative of Italian public organizations.
    • Rests on an assumption: The causal directions specified in the DGT framework (e.g., barriers and managerial activities influence DGT) are correct.
    • Rests on an assumption: The survey responses accurately reflect the organizations' actual DGT, barriers, and managerial activities.

  • May combine two claims.

    Findingown data

    The transformation of the organizational culture is often missing or often follows after having transformed the technical system.

    “Our research suggests the transformation of the organizational culture is often missing or it often follows after having transformed the technical system.”
    Quote in the paperSubstantial claim

  • May combine two claims. The quote only partly states this claim.

    Interpretationcitation

    The result that organizational barriers are the only relevant barriers confirms previous qualitative studies that affirm the importance of seeking support from politicians and top management.

    “These results confirm previous qualitative studies that affirm the importance of seeking support from politicians (Ashaye & Irani, 2019) and top management (Haneem et al., 2019).”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Ashaye & Irani, 2019 source
    • cites Haneem et al., 2019 source
    • Rests on an assumption: The 491 survey respondents are representative of Italian public organizations.
    • Rests on an assumption: The causal directions specified in the DGT framework (e.g., barriers and managerial activities influence DGT) are correct.
    • Rests on an assumption: The survey responses accurately reflect the organizations' actual DGT, barriers, and managerial activities.

  • Probably not a substantial claim: may not pass S4 (based).

    Premisereasoning

    A comprehensive framework that includes and tests at the same time barriers, managerial actions, and the impact of digital technologies on organizational transformation is still missing.

    “However, a comprehensive framework that includes and tests at the same time barriers, managerial actions, and the impact of digital technologies on organizational transformation is still missing.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Premisecitation

    Public organizations must go through a transformation process to leverage the potential of digital technologies and reach full digital maturity.

    “T-gov scholars argue that public organizations for leveraging the potential of digital technologies and reaching a full digital maturity must go through a transformation process (Weerakkody & Dhillon, 2008;Weerakkody et al., 2011) and only through this transformation they can fully benefit from the introduction of digital technologies (Weerakkody & Dhillon, 2008) and avoid failure of digital”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Weerakkody & Dhillon, 2008 source
    • cites Weerakkody et al., 2011 source

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Premisecitation

    Digital technology investments must be accompanied by changes in all organizational features to fully exploit the benefits derived from their usage.

    “Digital technology investments must be accompanied by changes in all organizational features to fully exploit the benefits derived from their usage (Nograšek & Vintar, 2014;Venkatraman, 1994).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Nograšek & Vintar, 2014 source
    • cites Venkatraman, 1994

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • May combine two claims.

    Interpretationown data

    Cultural barriers are not differential; organizations change independently from the incidence of those barriers.

    “Thus, we can conclude that cultural barriers are not differential, organizations change independently from the incidence of those barriers, extensively present in the majority of the public organizations.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The 491 survey respondents are representative of Italian public organizations.
    • Rests on an assumption: The causal directions specified in the DGT framework (e.g., barriers and managerial activities influence DGT) are correct.
    • Rests on an assumption: The survey responses accurately reflect the organizations' actual DGT, barriers, and managerial activities.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Support from top management is often considered a necessary condition for transformation.

    “Moreover, support from top management is often considered a necessary condition for transformation (Haneem et al., 2019).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Haneem et al., 2019 source

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Premisenone given

    DGT is closely related to t-gov.

    “DGT is closely related to t-gov.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationreasoning

    Failures or slowing down of the transformation process cannot be attributed to cultural barriers; instead reasons are found in the absence (or lack of) manager activities.

    “Failures or slowing down of the transformation process cannot be attributed to cultural barriers, instead reasons are found in the absence (or lack of) manager activities that lay a fertile ground towards the transformation.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductnone given

    The questionnaire was pilot-tested with four public managers to verify its intelligibility and completeness.

    “Before sending the survey, a pilot test was conducted by interviewing four public managers to verify the intelligibility and completeness of the questionnaire.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Study design and conductown data

    The measurement model has acceptable reliability and convergent validity, with the AVE for SB slightly below the threshold but retained.

    “The unique value slightly below the threshold is the AVE for SB, however, the closeness of the value to the threshold (0,5) and the goodness of all the other indicators brought us to prefer keeping all the three items, instead of having a construct with two items.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductcitation

    The study limits DGT to a transformation within organizational boundaries.

    “Second, we limit DGT to a transformation within the organizational boundaries, although DGT involves a larger ecosystem of stakeholders that are part of this transformation process (Luna-Reyes et al., 2014).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Luna-Reyes et al., 2014 source

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    A transformation of organizational structures, culture, and responsibilities is expected to be a necessary condition for accomplishing real DGT.

    “A transformation of organizational structures, culture, and responsibilities is expected to be a necessary condition for accomplishing real DGT.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationreasoning

    Smaller organizations suffer fewer organizational barriers, such as lack of coordination and support, and thus have an easier path for transforming.

    “Smaller organizations suffer fewer organizational barriers, such as lack of coordination and support, and as such, they have an easier path for transforming.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Premisenone given

    The article is one of the first studies investigating DGT quantitatively.

    “The article is one of the first studies investigating DGT quantitatively.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductown data

    The usable sample size was 491 after excluding responses with missing data from 506 collected responses.

    “A total of 506 responses were collected; after excluding responses with missing data, the usable sample size was 491.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Study design and conductnone given

    The SEM methodology does not imply causality among the constructs.

    “From a methodological perspective, the SEM methodology does not imply causality among the constructs, thus the underlying relations need to be consolidated with casual evidence and accordingly further and more specific studies.”
    Quote in the paperSubstantial claim

  • Classified as probably not a substantial claim.

    Premisecitation

    Managerial activities can influence DGT.

    “However, managerial activities can influence DGT (Fernandez & Rainey, 2006).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Fernandez & Rainey, 2006 source

  • Classified as probably not a substantial claim.

    Premisecitation

    Smaller organizations seem to have more difficulties in introducing new digital technologies.

    “On the one hand, smaller organizations seem to have more difficulties in introducing new digital technologies (Budding et al., 2018).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Budding et al., 2018 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    The literature on organizational change stresses the role of public managers.

    “The literature on organizational change stresses the role of public managers (Fernandez & Rainey, 2006;Tassabehji et al., 2016).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Fernandez & Rainey, 2006 source
    • cites Tassabehji et al., 2016 source

  • Classified as probably not a substantial claim.

    Study design and conductcitation

    A confirmatory factor analysis was employed to verify the reliability of the constructs.

    “Before testing the hypotheses, a confirmatory factor analysis (CFA) was employed to verify the reliability of the constructs (Anderson & Gerbing, 1988).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Anderson & Gerbing, 1988 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    DGT involves a larger ecosystem of stakeholders that are part of the transformation process.

    “although DGT involves a larger ecosystem of stakeholders that are part of this transformation process (Luna-Reyes et al., 2014).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Luna-Reyes et al., 2014 source

  • Probably not a substantial claim: may not pass S4 (based).

    Study design and conductnone given

    For testing results with SEM methodology, the number of constructs must be limited.

    “Third, for testing the results with SEM methodology, the number of constructs must be limited.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Interpretationreasoning

    Higher levels of DGT might be needed to take full advantage of the potentialities of digital technologies.

    “Higher levels of DGT might be needed to take full advantage of the potentialities of digital technologies.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductnone given

    The revised questionnaire was validated through a second pilot test with another Italian public manager.

    “After that, the questionnaire was revised and a second pilot test was conducted with another Italian public manager to validate the changes.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Premisecitation

    Resistance to change and bureaucratic culture act as barriers for DGT.

    “Moreover, resistance to change coming from employees within the organization (Al-Emadi & Anouze, 2018; Ashaye & Irani, 2019;Weerakkody et al., 2019), and bureaucratic culture (Meijer, 2015;van Veenstra et al., 2011) act as barriers for DGT (Ashaye & Irani, 2019;Weerakkody et al., 2019).”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Al-Emadi & Anouze, 2018 source
    • cites Ashaye & Irani, 2019 source
    • cites Weerakkody et al., 2019 source

  • May combine two claims.

    Study design and conductown data

    The measurement model showed adequate reliability and convergent validity (AVE >= 0.5, CR >= 0.7, factor loadings > 0.5, significant at 0.05).

    “All indexes are acceptable, which indicates good convergent validity.Moreover, all factor loadings exceed 0.5, and each indicator is significant at least at the 0.05 level.Table 5 resumes the adequate reliability and convergent validity of all sub-constructs.”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Fornell & Larcker, 1981 source
    • cites Hair et al., 2010

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • The quote only partly states this claim.

    Study design and conductown data

    The structural model fit was good (chi-square/df = 2.144, CFI = 0.964, TLI = 0.955, SRMR = 0.044, RMSEA = 0.048, PClose = 0.623).

    “The overall model fit of the measurement model is found to be good: chi-square/df = 2.144, CFI = 0.964, TLI = 0.955, SRMR = 0.044, RMSEA = 0.048, PClose = 0.623.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductreasoning

    The study focused on cultural barriers and organizational barriers, leaving out other possible barriers.

    “We focused on cultural barriers and organizational barriers, leaving out other possible barriers.”
    Quote in the paperNot a substantial claim
39 of 39

  • The paper relies on this without support.

    The 491 survey respondents are representative of Italian public organizations.

    “The analyses were performed by collecting and analyzing through structural equation modeling 491 answers to a survey to Italian administrations.”
    “A total of 506 responses were collected; after excluding responses with missing data, the usable sample size was 491.”

  • The paper relies on this without support.

    The causal directions specified in the DGT framework (e.g., barriers and managerial activities influence DGT) are correct.

    “The DGT framework will be used to test if barriers have a direct effect on DGT (H1-2), if the management plays a pivotal role, being able to break down barriers (H3) and influencing DGT (H4), and finally, if organizational size affects those results (H5).”
    “On the one hand, organizational barriers are confirmed to hinder DGT and are often, though sometimes only slightly, affected by managerial activities.”

  • The paper relies on this without support.

    The survey responses accurately reflect the organizations' actual DGT, barriers, and managerial activities.

    “A questionnaire was developed to collect data from Italian public managers to test the DGT framework.”
3 of 3

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

  • Discriminant-validity diagonal does not match the reported AVE

    Major

    The paper says Table 6's diagonal values are square roots of AVE. Squaring the managerial-activities diagonal value, .674, gives .454276, not the .548 AVE reported in Table 5; the stated discriminant-validity check therefore cannot be verified from these tables.

    Reported 0.548 · recomputed 0.454276

1 of 1

Cites

Flagged first, then by citations

6 of the 60 references couldn’t be matched to a known paper.

Research works printed but not linked: 1

  1. Venkatraman, 1994, IT-enabled business transformation: From automation to business scope redefinition, Sloan Management Review, 35, 73

Cited by

Sorted by citations

Related

Authors
Tangi, L., Janssen, M., Benedetti, M., & Noci, G.
Affiliations
  • Politecnico di Milano (IT)
  • Delft University of Technology (NL)
Corresponding author
Tangi, Luca
ORCID
Venue
International Journal of Information Management
Publisher
Elsevier BV
Published
2021-10
Volume
60
Pages
102356
ISSN
0268-4012 (ISSN-L)
DOI
10.1016/j.ijinfomgt.2021.102356
OpenAlex
W3159480376
Semantic Scholar
99aebe18cf417d1ae26b62ba4be346d855b6f8e2
Cited by
265
References
60
Citations by year
2026: 54 · 2025: 59 · 2024: 69 · 2023: 42 · 2022: 28 · 2021: 9 · 2020: 4
FWCI
122.93
Type
journal article
Language
en
Open access
Licence
Locations
  • International Journal of Information Management (publishedVersion)
  • Virtual Community of Pathological Anatomy (University of Castilla La Mancha) (submittedVersion, other-oa)
  • RePEc: Research Papers in Economics (submittedVersion)
  • Lirias (submittedVersion)
  • Research Repository (Delft University of Technology) (submittedVersion)
  • Data Archiving and Networked Services (DANS) (submittedVersion, other-oa)
Topics
  • Social Sciences › Political Science and International Relations › E-Government and Public Services
  • Social Sciences › Public Administration › Public Policy and Administration Research
  • Social Sciences › Political Science and International Relations › Public Administration and Political Analysis
Keywords
digital government transformation, public sector digitalization, driving factors, sense of urgency, need for change, collaborative environments, organizational barriers, resistance to change, public managers

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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

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