Transformational change in the local state? Enacting e-government in English local authorities

Ian McLoughlin, James Cornford

Research output: Contribution to journalArticlepeer-review

17 Citations (Scopus)


E-government represents a major change management challenge to public agencies. This paper explores the experience of English local government authorities. The proposition that ‘process’, rather than more conventional ‘event’, approaches to change management are more likely to result in change the goals of e-government being met, is explored. The article concludes by suggesting that conventional models of change management theory and practice fundamentally misunderstand the nature of technology-driven organisational change represented by e-government. A processualperspective, on the other hand, provides a more effective framework for explaining and understanding organisational and socio-technical outcomes and the reasons for variations in different contexts. Moreover, attempts to transform the state through the technologies of e-government present a significant opportunity for the processual perspective to inform practice.
Original languageEnglish
Pages (from-to)195-208
Number of pages14
JournalJournal of Management & Organization
Issue number3
Publication statusPublished - 1 Nov 2006


  • Change management
  • E-government
  • Transformational change

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