The digitalization of public services is particularly challenging in federal states, in part because a federal structure separates organizations through a division of power and established jurisdictions, and digitalization facilitates interconnection between society and its organizations. The many actors involved in federal states' digital public services require coordination, so the literature suggests centralized coordination so federal states can benefit from the advantages of both unitary and federal states. However, this approach has not been adapted to digitalization and it remains unclear how centralized coordination applies to digital public services. This article determines how public managers in federal states should coordinate activities in digital public services with the help of centralization. Since coordination depends on decision-makers' being willing to give up some of their power, we also investigate the mechanisms that public managers in federal states use to influence decision-makers. Using a conceptual analysis and interviews with 28 public managers from three countries, we derive three types of coordination—shared services, digital identity, and strategic committee—and identify the influencing mechanisms of persuasion, incentive, pressure, and experience. In so doing, this article contributes to the literature in identifying the types of coordination, design principles for their arrangement, and the mechanisms managers typically use to influence decision-makers. The three types of coordination constitute a new theoretical lens through which to investigate the influence of the federal structure on the digitalization of public services, while the influencing mechanisms extend existing work by introducing the passive role of the influencer.

Information systems (IS) research often seeks to deliver practical impact in addition to the traditional requirement for theoretical contribution. While an admirable goal, it is nevertheless a challenging prospect, as key questions remain around how best to facilitate a relationship between IS academic and practitioner communities. To explore this issue, we analyse multi-case study data from interviews with 24 IS practitioner doctorates, industry contact points, and senior IS academics who sought to create a joint field between academia and practice during their research. Our findings reveal several boundary spanning activities needed to traverse field boundaries and maintain the joint field's existence across the stages of proof-of-concept, proof-of-value, and proof-of-use. Building on insights from the work of Pierre Bourdieu, we further discuss how IS practitioner doctorates operationalised capital, doxa, and habitus to achieve varying degrees of practical impact in their work. Action-oriented recommendations are presented to support practical impact going forward including creolised messages and the mobilisation of capital to change inter-field relationships. By adapting Bourdieu's Theory of Practice to the engaged scholarship discourse in IS, we contribute new insights into how the academia-practice gap might be addressed.

Public service automation and no-stop government are currently two intensively discussed concepts in digital government literature. Although their definitions point to different meanings, some scholars equate the terms and use them interchangeably. Since a clear shared understanding is crucial for scholars to produce reliable research, this conceptual paper aims to shed light on the two terms and support conceptual clarity. We investigate the meaning and relationship between the concepts of public service automation and no-stop government in digital government research. We review the meaning of each concept and discuss the relationship between the two. Thereby, we show that both terms refer to the substitution of a human in public service delivery, but differences lie in the arrangement of the substitution. In automation, a machine substitutes a public official. In contrast, in no-stop government the public organization substitutes the client. We illustrate the relationship between the two concepts using a three-sided model, showing how the use of digital technologies can create an overlap between the two concepts. This conceptual understanding can be used to guide future research and theorizing in the digital government domain.

Purpose The ten principles of good business process management (BPM) support organizations in planning and scoping the organizations' BPM approach. Derived from literature and expert panels, the principles received much attention both in research and practice. This article develops a measurement instrument to operationalize the principles and to support organizations in measuring the degree to which they incorporate the principles in their BPM approach, that way advancing their BPM capabilities. Design/methodology/approach The authors applied the scale-development methodology, because this methodology is an established approach consisting of various techniques to develop measurement instruments. First, the authors used established techniques to develop such an instrument. Then, the authors assessed the validity and reliability of the developed instrument through a field survey with 345 participants. Findings The authors developed a valid and reliable measurement instrument for the ten principles of good BPM . The field survey's results reveal that the measurement instrument meets all required methodological standards. The instrument, thus, can be applied to help process owners and managers to evaluate their BPM approach and plan future actions based on potential shortcomings. Future research can both use and further develop the instrument, which serves as a conceptualization of the principles. Originality/value This study is the first to provide a measurement instrument for assessing an organizations' BPM practice against the ten principles of good BPM , which have become established as a much-considered and widely-used source of reference both in academia and practice. The authors also discuss how the instrument compares to and distinguishes from existing approaches to qualify BPM approaches, thus communicating the significance of the instrument.

In light of the increasing importance of citizen-centricity in public services, one approach technologically advanced public organizations take is to integrate proactivity into their services. Scholars agree with the potential for proactivity in public services and study some aspects of the topic, and some publications deal with the concept of proactivity itself. However, opinions regarding the characteristics of proactive public services diverge in both research and practice, and despite—or maybe because of—the growing body of research, the literature still lacks conceptual clarity. We address this issue by developing a taxonomy for proactive public services using Nickerson, Varshney, and Muntermann's (2013) taxonomy-development method. Using eight empirical and conceptual iterations that draw on a structured literature review, two semi-structured interviews, investigation of 67 real-world objects, and an evaluation with nine potential users, we propose a taxonomy of eight dimensions and 23 characteristics. The outcome of this work enriches scientific knowledge about digital government by detailing the concept of a proactive public service and serving as a basis for further research. Moreover, practitioners can be inspired by the 23 characteristics of proactive public services to identify possible next steps in the design of their services, such as determining which proactive public services are feasible and in what form. In addition to the taxonomy, our collection of 67 practical examples of proactive public services from a variety of countries contributes to digital government research and practice.

Public organizations are looking for new ways to use digital technologies to increase the efficiency of their internal processes and improve their interactions with clients, whether citizens or businesses. In response, scholars suggest that public organizations be proactive in digital public services such that the organizations approach their clients, rather than the other way around. In the most extreme form of proactivity, clients do not have to do anything to receive a public service. Although various examples of proactive public services are in use, how proactivity changes the conceptual understanding of digital public services remains unclear. Therefore, we derive the changes that proactivity causes in a conceptualization of digital public service by means of a conceptual analysis through the lens of a seminal theoretical work on proactivity. The results indicate that proactivity can ensure equal accessibility to a subset of public services, rely on more comprehensive integration of IT systems on the back end, and change how value is co-created in the service process. We formulate the changes as propositions that future work can investigate empirically and discuss proactive digital public services as a way to reduce clients' administrative burden. We contribute to theory by clarifying the conceptual changes in digital public services that proactivity invokes and call for joint research by scholars of public administration, information systems, and service management to relate the research streams of administrative burden and proactive digital public service.

Nowadays, public organizations become proactive in their service delivery such that they approach their clients and not vice versa.In the most advanced case, the no-stop shop, clients do not have to do anything to receive a public service.Public organizations offer many services and several of them could potentially be delivered through a no-stop shop.Therefore, public organizations need assistance in the decision which services they realize in a no-stop shop first.To address this issue, we present a method for the prioritization of public services for the implementation in a no-stop shop.The rationale of our method is that public organizations should prefer those services that are expected to provide the highest public value.We followed a design-oriented research approach and combined seminal works on nostop shop and public value.The method was evaluated through the application in a workshop at a municipality.

[Introduction ...] The remainder of this article summarises existing concepts for digital cities, towns, and villages and critically reflects the scope of these concepts (section 2). Section 3 presents selected facets of current research in the area of smart cities and highlights research gaps with regard to smart towns. This section is structured along the concept of liveability as many definitions include increased liveability as a goal of smart initiatives. We conclude this article with some final remarks on future research in this area.

Forms are central interfaces for information exchange between a government and its citizens. As a way to translate laws into practice, forms are an essential part facilitating this exchange. Unfortunately, forms often require substantial development effort to ensure they comply with legal requirements, with the result that citizens often describe them as highly complex. Standardization of forms through reference modeling would help to minimize governments’ effort by reusing elements and would reduce complexity for citizens by providing a unified representation of information. The article contributes a meta-model for a modeling language that can be used in representing reference models for forms. It follows a design science research approach to elicit form structure and editorial process requirements and to iteratively design the meta-model. The paper demonstrates and evaluates the meta-model using focus groups and application in three case studies. It extends research on standardization to reference modeling and government forms.

When digitalizing governmental services, many countries invest in new e-government portals. Estonia, for example, uses a one-stop portal, which allows centralized access to all provided governmental services. Germany, on the other hand, realizes integrated portals that link several separate portals on federal, state and municipal level. The governmental service provision is decentralized, but forwarding between different portals is established. These two portal types have different characteristics that result from their specific design. When administrations decide to plan and implement such portals, it is useful to adhere to success factors to ensure an effective development. This paper reviews academic literature on success factors for e-government initiatives. As different aspects might become more relevant for the different portal types, the importance of the success factors for each portal type is examined. This research helps administrations to focus on critical aspects of development according to the specific portal type.

Up to now, public administrations have taken a supply-oriented approach to the design of electronic services for citizens resulting in low usage rates. In contrast, companies in the private sector have been relying on demand-oriented service design for many years. They make use of so-called 'customer journeys' to better understand the perception of services by customers and to tailor the design of electronic services to that perception. Although also governments and public administrations have been increasingly recognizing the benefits of customer journeys, there is still a lack of research on the application of customer journeys in the public sector. Especially, there is no customer journey that is applicable to a wide range of public services and serves as a general blueprint for public services. Therefore, in this paper, we present a generic citizen journey that depicts the delivery process for transactional public services from a citizen perspective. The citizen journey depicts the points of interaction that citizens have with public services. We evaluated the citizen journey in a focus group with public servants and a survey with citizens. The evaluation reveals the citizen journey's general usefulness. Researchers benefit from our citizen journey through a better understanding of the service delivery process and the different steps that could impact citizen experience. Practitioners can use the citizen journey in the design of citizen-centric services and during the actual service delivery to guide citizens through the delivery process.

Business process management often uses reference models to improve processes or as starting point when creating individual process models. The current academic literature offers primarily deductive methods with which to develop these reference models, although some methods develop reference models inductively from a set of individual process models, focusing on deriving and representing common practices. However, there is no inductive method with which to detect best practices and represent them in a reference model. This paper addresses this research gap by proposing a method by which to develop reference process models that represent best practices in public administrations semi-automatically and inductively. The method uses a merged model that retains the structure of the source models while detecting their common parts. It identifies best practices using query constructs and ranking criteria to group the source models’ elements and to evaluate these groups. We provide a conceptualization of the method and demonstrate its functionality using an artificial example. We describe our implementation of the method in a software prototype and report on its evaluation in a workshop with domain and method experts who applied the method to real-world process models.

This paper responds to two observations about current government service delivery. First, despite reasonable efforts to improve the design of forms and to establish single points of contact in one-stop shops, citizens still perceive forms as cumbersome. Second, citizens expect governments to act proactively by initiating appropriate government services themselves, instead of relying on requests for services from citizens. To address these two issues, this paper proposes a transition from a one-stop shop to a no-stop shop, where the citizen does not have to perform any action or fill in any forms to receive government services. The contribution of this paper is an e-government stage model that extends existing models. Stage models are suitable tools with which to inspire future developments, and ours extends previous models that guide progress toward the one-stop shop by describing two further stages: the limited no-stop shop and the no-stop shop. We define three dimensions along which to progress: integration of data collection, integration of data storage, and purpose of data use. We provide a first test of the model's validity through three case studies: the e-government practices in Austria, Estonia, and an Australian state government. Our work complements existing research on e-government stage models and proactive government service delivery.

Federalism and e-government are important to many countries across the globe but come up with two contradicting characteristics that are especially existent in Germany. First, citizens and businesses want to receive e-government services easily but the identification of government entities that are responsible for service delivery in federal states is difficult. Second, e-government has to react to fast developments but decision-making is distributed and rather slow in federal states. To address the area of tension between federalism and e-government, we suggest seven polices that raise internal efficiency and external simplicity of federalism in Germany. We transfer existing policies of e-government literature and practice to our research problem in the course of discussions in a research group of five people. The policies are evaluated in semi-structured interviews with eleven leaders from the German government. The evaluation reveals the appropriateness of the policies to address the issues of federalism in e-government.