Organisational Culture Change as an Antecedent for Enhancing the Successful E-Government Systems Implementation

As governments increase their investments in the creation of e-government system to respond to the changes induced by the increasing digitisation of all aspects of the world, exploring how poor organisational culture change can affect the successful e-government system’s implementation is important for discerning the improvement initiatives that must be adopted. To accomplish that, this study uses systematic review to evaluate the existing literature, so as to respond to the question as to how organisational culture change drives the successful e-government system implementation as well as the major challenges to avoid during such initiatives. Through the analysis of the existing studies, e-government system’s implementation was found to instigate the need for change in five different areas that encompass technology, processes, people, organisational culture and structure. Unfortunately, as empirical facts indicate, that is often not easy due to the bureaucratic nature of government institutions as well as path dependencies that hinder the successful organisational culture change which is required for enhancing the effective e-government system’s implementation. Such situations can induce the emergence of espoused values that contradict the espoused values that are deemed essential for enhancing the successful e-government system’s implementation. Failure of organisational change suggests that some e-government system tends to work only at the level of web-based and email system as others progress to the integrated system offering super e-government services. In that context, it is suggested that if e-government system is to be successfully implemented, the government will have to adopt the organisational culture change process that diagnoses the existing organisational culture before undertaking changes that support the successful e-government system’s implementation