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E-governance and Citizen Information 52 Research Questions and the Analytical Model3.2. Analytical ModelOur analytical model is derived from the theoretical framework and is therefore the resultof the combination of different variables proposed in the literature on the subject to understandthe technological innovation and organisational change processes, as well asour first research project on the Catalan Open Administration project (AOC). To understandthis process of incorporating technological innovations in the environment of theAdministration's public service channels – the purpose of the study – we have markedfour general dimensions: a) the structure and running of the Public Administration, b) themanagement of technological innovation, c) the interface for the interaction between citizensand the Public Administration and, d) citizens or users. Next, we will briefly explaineach of these dimensions and the elements included to present the interaction of all ofthese elements in the model. The graphical representation of the model is as follows:Figure 1. Analytical Model of E-governance and Public ServicesSource: in-house production3.2.1. Structure and Operation of the Public AdministrationThis sub-dimension is divided in two parts. On the one hand, we consider the competenciesof a government, the design of public policies (as a result of the political decision-makingprocesses) and the same organic distribution of competencies operating within this political-http://www.uoc.edu/in3/pic
E-governance and Citizen Information 53 Research Questions and the Analytical Modelinstitutional context, for the development of organisational change and technological innovationstrategy. Similarly, this context interacts with the organisational values (organisation),which have been recently defined by the Weberian bureaucratic model, but in tension withnew organisational forms. In this sense we will analyse the presence of elements such as,for example, hierarchy, compartmentalisation or the strict adherence to regulations thatcharacterise the Weberian Administration, as well as other indicators, such as interoperability,cooperation for the development of tasks, and flexibility.In other words, we set off with the prior verification (supported by our previous researchprojects and other international studies) that there is no radical transformation or supersedingof the Weberian model in a strict sense, but rather a growing interaction with new organisationalforms that generate a degree of organisational heterogeneity – in other words, themore or less problematic coexistence of different organisational models subject to differenttensions. In this interaction, we can define, at a first level, the characteristics acquired by thePublic Administration.All in all, the political institutional context and the tension between organisational areas inthe Public Administration are the first driving agent behind innovation. These innovations ortransformations – mostly linked to the use of ICTs – will have an impact on the structure andrunning of the Public Administration. Similarly, the wishes, uses and satisfaction of citizensare a result of this process, as well as a new source for change an innovation.3.2.2. Management of InnovationIn this dimension we include the strategy resulting from the process described in the previousblock. Firstly, the objectives of the strategy developed (which can emphasise clearly differentelements, such as the efficiency, quality, access, political visibility, etc.). Secondly, weconsider the mechanisms used for the innovation process, including the interaction betweenactors as a predominant role – in particular, the interaction with the private sector. In thisrelationship with the private sector, there is a modification to the strategy – an obvious resultof the interaction between actors with highly different techno-organisational cultures. Thereare also elements that will form part of the particular e-governance model and which will beanalysed with the evolution and characteristics of the relationship between the public andprivate sectors. In particular, we will consider the control and monitoring of projects by thepublic sector, the quantity and type of companies that participate in these processes.The presence of this dimension in the model, with its own entity and partially at the marginof the structure and running of the Administration is not a secondary fact. If reflectsa circumstance that is present every day in many administrations: the establishment ofhttp://www.uoc.edu/in3/pic
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