Exploring the role of a government authority in managing transformation in service re-engineering – Experiences from Dubai police

Marwan Elnaghi, Sarmad N. Alshawi, Muhammad Mustafa Kamal, Vishanth Weerakkody, Zahir Irani

Research output: Contribution to journalArticlepeer-review

19 Citations (Scopus)
434 Downloads (Pure)


E-Government adoption and implementation has gained noticeable momentum across many developed and developing economies. Nevertheless, transitioning from the “electronic” to the stage of “transformational” domain – coined as t-Government – is posing the greatest challenge of how government services respond to changes in the broader economy and society. Despite considerable investments and the wide use of Information and Communications Technology (ICT), research literature on e-Government suggests that government services have yet to reach the full potential of seamless integration, where all transactions are completed electronically. Through a detailed analysis of the extant e-Government literature and a case study based empirical research, this paper explores the domain of e-Government in identifying the possible reasons for this potential shortfall in achieving full integration. Furthermore, the paper intends to highlight an aspect of complexity surrounding crossing the integration gap as the authors denote by “eChasm” in the e-Government conceptual model that leads to transformation. In addition, it focuses on radical change through Business Process Re-engineering (BPR) and the call for strategic style of leadership, for cross-agency collaboration leading to a successful realisation of transformational government (t-Government). It is interesting to note that researchers and public sector leaders have started to realise that implementing and managing the transformation of public services, copiously satisfying the users and stakeholders, is a task of multi-dimensional complexity.

Original languageEnglish
Pages (from-to)196-207
Number of pages12
JournalGovernment Information Quarterly
Issue number2
Early online date24 Dec 2018
Publication statusPublished - 1 Apr 2019
Externally publishedYes

Bibliographical note

NOTICE: this is the author’s version of a work that was accepted for publication in Government Information Quarterly. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Government Information Quarterly 36:2, (2019) DOI: 10.1016/j.giq.2018.11.011

© 2019, Elsevier. Licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International http://creativecommons.org/licenses/by-nc-nd/4.0/


  • Business Process Re-engineering
  • e-Government
  • eChasm
  • Maturity model
  • Organisational change
  • Strategic leadership
  • t-Government

ASJC Scopus subject areas

  • Sociology and Political Science
  • Library and Information Sciences
  • Law


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