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CFP – Journal of Strategic Information Systems
Digital Transformation of the Public Sector
Digital transformation, increasingly recognized as central to the
efforts of government leaders to meet their obligations to
society, is the use of digital technologies to innovate and change
how organizations create value and prepare for the future.
According to
Gartner
<https://www.gartner.com/en/topics/digital-government>,
while digital optimization focuses on using data to improve
current operations, digital transformation is set to change the
shape of government operations through a process of destruction,
reinvention and creation.
Deloitte
<https://www2.deloitte.com/global/en/pages/public-sector/articles/digital-government-transformation.html>
recently conducted a survey of 1,200 government officials from 70
countries and found that three-fourths of respondents said that
digital technologies were disrupting government operations, and
nearly all of them characterized the impact as significant.
There are numerous examples of digital transformation in the
public sector. For example, Rhode Island modernized its
unemployment insurance (UI) contact center by migrating to the
cloud to deal with a surge in calls related to claims. Within 10
days, Rhode Island went from handling 75 concurrent calls to over
2000. Similarly, Brookings recently published a series of
articles
<https://www.brookings.edu/blog/techtank/2021/05/13/analyzing-artificial-intelligence-plans-in-34-countries/>
on country-level AI planning and found evidence that different
countries are robustly (but differently) pursuing AI at the
national level. Interestingly, there is even some early-stage
experimentation efforts happening with emerging digital platforms,
such as the Metaverse. These efforts span all level of government
from the federal to state and to local.
National and international efforts on Smart Cities allow
government to be hyper-responsive to activities within the city,
but also create ethical and oversight issues. From body cameras
and their use within law enforcement to augmented reality for
recruiting and training, there are multiple innovations that
impact the way citizens and organisations interact. There is also
a growing interest in digital sustainability and resilience
efforts in the public sector.
Digital transformation in government is still in its early stages,
and thus far, progress has been slow. Only a small percentage of
governments believe that they have successfully executed digital
transformation. Further, these efforts are being carried out at a
time when many governments do not believe they fully understand
the policy, management and technology strategies required to
respond appropriately to digital trends.
Thus, the focus of this special issue is on the strategic facets
of digital transformation in the public sector, including:
* How do public agencies design, evaluate and implement digital
transformation strategies?
* What are the strategizing processes that government uses when
confronting digital transformation?
* How do public agencies scan their environments for opportunities
when it comes to digital technologies and how do they evaluate
these opportunities?
* How does strategy lead to the design of digital transformation
projects and how do the outcomes of these impact the digital
strategy of the agencies?
* What are the omnichannel strategies that provide a consistent
experience for the constituent?
* When and how do public agencies look to external stakeholders
(e.g., consultants, think-tanks, and even academia) for knowledge,
capabilities, and solutions for digital transformation?
* Within government, who are the key stakeholders driving (or
limiting) digital transformation and how can this be harnessed or
overcome?
* What explains constituent acceptance or rejection of digital
transformation initiatives?
* How do mega-scale (large-scale) digital transformation projects
in the public sector work?
* What leadership characteristics are necessary in senior IS
leadership for transformational projects?
* Do maturity models exist for digital transformation and how
effective are they?
* How does the implementation of digital transformation strategies
differ from traditional implementations?
* How can the costs, benefits and risks of digital transformation
be calculated and rationalized?
We welcome both conceptual and empirical papers. We are agnostic
when it comes to methodological stance taken so long as it is
executed rigorously. Papers should clearly identify the strategic
element that is being addressed.
The Journal of Strategic Information Systems (JSIS) terms of
reference can be found at:
https://www.journals.elsevier.com/the‐journal‐of‐strategic‐information‐systems
Important Dates
Abstract Submission for Feedback (optional): March 15, 2023
Initial paper submission deadline: June 15, 2023
First round authors notification: September 1, 2023
*Invited revisions deadline: November 10, 2023
*Second round authors notification: January 15, 2023
*Final revision deadline: March 31, 2024
*Final authors notification: April 15, 2024
Expected Special Issue Published: October 2024.
*Please note that these dates are indicative as each paper may
require different timing and a different number of revisions to
make the final deadline.
Guest Editors
Lemuria Carter
Professor
School of Information Systems & Technology Management
UNSW Business School
UNSW Sydney
Lemuria.Carter@unsw.edu.au
Lemuria Carter is a Professor in the School of Information Systems
and Technology Management at the University of New South Wales.
Her research interests include technology adoption, digital
government and privacy. She has published in several top-tier
journals including the Journal of Strategic Information Systems,
Journal of the Association for Information Systems, European
Journal of Information Systems, Information Systems Journal and
Decision Support Systems. Dr. Carter’s initial study on
e-government adoption published in Information Systems Journal
(ISJ) in 2005 is one of the most cited papers in the discipline,
with more than 2,500 Google Scholar citations. She currently
serves as an e-government track for the Americas Conference on
Information Systems and mini-track chair for AI in Government at
the Hawaii International Conference on System Sciences. Her
research has been funded by the Institute for Homeland Security
Solutions and the Southeastern Transportation Institute in the
United States.
Kevin C. Desouza (Senior Editor, Journal of Strategic Information
Systems)
Professor of Business, Technology and Strategy
QUT Business School
Faculty of Business and Law
Queensland University of Technology
kevin.c.desouza@gmail.com<mailto:kevin.c.desouza@gmail.com>
Kevin C. Desouza is a Professor of Business, Technology and
Strategy in the School of Management at the QUT Business School at
the Queensland University of Technology. He is a Nonresident
Senior Fellow in the Governance Studies Program at the Brookings
Institution. He formerly held tenured faculty posts at Arizona
State University, Virginia Tech and the University of Washington
and has held visiting appointments at the London School of
Economics and Political Science, Università Bocconi, Shanghai Jiao
Tong University, the University of the Witwatersrand, and the
University of Ljubljana. Desouza has authored, co-authored, and/or
edited nine books. He has published more than 150 articles in
journals across a range of disciplines including information
systems, information science, public administration, political
science, technology management, and urban affairs. Several outlets
have featured his work including Sloan Management Review, Stanford
Social Innovation Research, Harvard Business Review, Forbes,
Businessweek, Wired, Governing, Slate.com, Wall Street Journal,
BBC, USA Today, NPR, PBS, and Computerworld.
Gregory S. Dawson (Associate Editor, Journal of Strategic
Information Systems)
Clinical Professor, School of Accountancy
W. P. Carey School of Business
Arizona State University
GregorySDawson@gmail.com<mailto:GregorySDawson@gmail.com>
Gregory S. Dawson is Clinical Professor in the School of
Accountancy in the W. P. Carey School of Business at Arizona State
University. He teaches accounting analytics in the graduate and
undergraduate platforms and has won teaching awards in several
different programs. His research explores the legal, social,
technical and public policy ramifications of the adoption of
artificial intelligence in the public and private sector and he
has been widely published in both academic and practitioner
journals. He recently completed a series of articles on national
artificial intelligence strategy documents, which was published in
Brookings. His Ph.D. is from the University of Georgia and he has
been at ASU since 2008. Prior to becoming an academic, he was a
Partner in the Advisory Practice at PricewaterhouseCoopers (PwC)
in Washington, D.C. and Sacramento, California and was a Director
at Gartner Consulting. He actively consults with public sector
organizations throughout the world on various technology topics.
Theresa A. Pardo
Associate Vice President for Research and Economic Development
Special Assistant to the President
Senior Fellow, Center for Technology in Government
Full Research Professor, Rockefeller College of Public Affairs and
Policy
University at Albany, State University of New York
tpardo@albany.edu<mailto:tpardo@albany.edu>
Theresa A. Pardo, Ph.D. serves as Associate Vice President for
Research and Economic Development and Special Assistant to the
President at the University at Albany, State University of New
York. She also serves as a Senior Fellow at the Center for
Technology in Government (CTG UAlbany), as a Full Research
Professor in Public Administration and Policy, Rockefeller College
and an Affiliate Faculty in Information Science, College of
Emergency Response, Homeland Security and Cybersecurity. Dr. Pardo
is a Fellow of the National Academy of Public Administration, a
past president of the Digital Government Society and a founding
member of the Smart Cities, Smart Government Research and Practice
Consortium. Dr. Pardo has over 250 publications and is ranked
among the top scholars in her field in terms citations to her
published work. In 2018 and 2019 she was named a Top 100
Influencer in Digital Government globally. She is a recipient of
the Digital Government Society’s Distinguished Service Award, the
University at Albany’s Distinguished Alumni Award and the
University at Albany’s Excellence in Teaching Award. Dr. Pardo
holds a doctorate in Information Science from the University at
Albany, SUNY.
Kind regards,
Lemuria, Kevin, Gregory, and Theresa