The Transformative Impact of E-Government on Public Governance in New Zealand

Abstract

Abstract This article examines the general proposition that to date public sector transformation facilitated by e-government initiatives is limited to change that is instrumental in outcome, rather than systemic. That is, public officials increasingly have the capability to provide digital channels for existing processes and systems, the implementation of which can have an entirely ‘new’ look and feel. This creates the illusion of a new approach by government to service delivery and governance. On closer examination however, it is evident that the political, legal and constitutional structures and relationships of executive government remain unchanged. The transformation formula in currency, therefore, is one of ‘doing things differently’ rather than ‘doing different things’. The author uses the general proposition above to explore empirically three e-government case studies in the context of the New Zealand public management system.