Success factors in E-government policy development and Implementation: the e-Revenue Project in Thailand

This thesis is a detailed case study of implementation of an e-government initiative in Thailand-e-Revenue (the oniine tax payment system)-which is the country's most successful e-government process. This research used a single case study approach which allowed the researcher to examine the phenomenon in depth and to provide extensive understanding and explanation. The need to implement a national policy, the National IT Policy, was found to be the most critical factor in the successful implementation of the e-Revenue project. The research showed that it was vital that the institutional policy created was flexible, understandable and recognised; that it followed the government leaders' visions and strategies; that it was able to drive strategy in a certain direction; that it was supported by the leadership; and that it enabled the use of IT in government systems. This is not surprising considering previous research. However what was found in this research, by investigating through various levels of management in the studied organisation, showed the need for managers to ensure the effectiveness of e-government projects, and that it was necessary for public administrators to understand the organisational requirements and the policies underlying the production of the project. Individual management tactics that responded to the need for a more effective and deliberate public policy and plans were critical. These personal management tactics developed from the identified need to change from a functionally driven to a project-driven organisation. The research also showed that the processes involved with e-government projects<br>need to be initiated with strategic plans that demonstrate commitment, envisioning and enabling from the senior management level, as well deliberative policy reproduction. Any developments must be pushed by the government organisation through administrative commands or urged through agreements formed within organisational structures. However, different departments within a government organisation dealt with the requirements, problems and people using different solutions and different tactics.<br><br>The research shows that an understanding of national cultures, geopolitical environments and their concomitant values which influence people's behaviour can assist public administrators and government organisations to improve egovernment productivity and to choose the best approach or model for their employees to adopt. The findings of this study suggest that in a single country there might be multiple methods of interacting among individuals and organisations. Significantly, the management processes underlying e-government projects are commonly inaccessible and hidden from outside the government organisation. The main aims of technology use in e-government are to enhance the managerial effectiveness of public administrators and to enhance government output. The managers in this study sought to understand e-government project requirements, by creating supportive IT policy, establishing efficient IT infrastructure, meeting employees' needs, overseeing the entire e-government project and sustaining the quality of the e-government project. The managers in the e-Revenue project showed that the development of good relationships between employees and management and the establishment of teamwork and employee acceptance of a new project are also critical tactics for successful egovernment projects.