Managerial values and improving public sector IT service Experiences from Denmark and Norway .

1. Managerial values and improving public sector IT service Experiences from Denmark and Norway. Jeremy Rose ITSM Borås 25.09.2014

2. Background • Demo-net: European Network of Excellence in eParticipation • DISIMIT (Digital Service Integration through effective Management of IT in Danish Municipalities) • Long term collaboration with the University of Agder in Norway

3. Output • ROSE, J., SÆBØ, Ø. & FLAK, L. S. (in review) Value Sponsor Impact in e-Government Initiatives. Government Information Quarterly. • ROSE, J., PERSSON, J. S. & HEEAGER, L. T. (in review) Competing Value Paradigms of e-Government Managers: the Efficiency Imperative. Information Polity. • ROSE, J., PERSSON, J. S. & HEEAGER, L. T. (accepted) Managing e-Government: Value Positions and Relationships. Information Systems Journal. • ROSE, J., PERSSON, J. S., KRÆMMERGAARD, P. & NIELSEN, P. A. (Eds.) (2012) IT Management in Local Government: The DISIMIT Project, Aalborg, Software Innovation Publisher. • ROSE, J. & PERSSON, J. S. (2012) E-government value priorities of Danish local authority managers. IN ROSE, J., PERSSON, J. S., KRÆMMERGAARD, P. & NIELSEN, P. A. (Eds.) IT Management in Local Government: the DISIMIT Project Aalborg, Software Innovation.

4. Why study values? • In the context of service management • Goals, objectives, projects, trends, service levels, kpi’s may change relatively quickly and can be negotiated and also sometimes missed • Shared values lie below the surface, cannot be directly negotiated, cannot be avoided, side-stepped or ignored. Neither are they clearly defined, necessarily in harmony with each other, or prioritized the same by different groups of stakeholders. They transcend rationality and invoke feelings • Our particular perspective on values: ends-in-view (Dewey)

5. A theoretical background: four traditions of public administration • The professionalism ideal: the emergence of the bureaucratic state(Weber 1947) • The efficiency ideal and the virtues of the private sector (New Public Management; Reinventing Government) • The service ideal and the creation of public value(Public Value Management) • The engagement ideal and the promotion of liberal democracy(The New Public Service)

6. Managerial values for e-Government

7. The efficiency imperative • Danish managers prioritize internal efficiency • (but) expect many contradictions, tensions and stakeholder group variations

8. The Norwegian experience

9. The Norwegian experience: learning • The administration is a primary value sponsor in successful e-Government projects • Urgency is the differentiating salience attribute for value sponsors in the e-Government context. • The administration promotes administrative efficiency with urgency, but this does not guarantee project success. • Combining administrative efficiency and service improvement values increases the chances of project success. • Motivating both governmental and societal value sponsors increases the chances of project success. • Citizen engagement efforts not combined with other values drivers are unlikely to succeed.

10. Implications for service management • Align service management goals with underlying organizational value positions, not with transient operational and tactical (or even strategic) goals • Accommodate variation and tensions between different stakeholder value priorities • Local failure whilst upholding underlying value positions is always forgivable, ignoring them is not