Abstract
e-Transformation is a long-term challenge for all developing countries—a profound reform and change process that countries must undergo to both exploit the new opportunities arising from the ongoing technological revolution and cope with the imperatives of competing in an increasingly fast-paced, innovation-driven global economy. All countries are still at early stages of mastering this new techno-economic paradigm. Emerging experience in the design and implementation of national e-strategies shows that the development impact of ICT investments has varied as a function of many factors, and these factors should guide future directions.
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Notes
- 1.
Research has focused on the complementary relationships between ICT and organizational investments to bring about productivity growth and e-Transformation at the organization level (for example, Brynolfsson, 2009); this book focuses on the relationships among all elements of e-development to bring about e-Transformation at the country or regional level (see Chapter 4 for the holistic e-development framework).
- 2.
The current (2008–2009) global financial crisis may provide a spur for economy-wide e-Transformation in the United States and OECD countries, and hopefully in developing countries.
- 3.
The best examples of World Bank-aided projects have been those where ICT was intentionally used to induce broader institutional and policy changes and capacity development, and where investments in skills, process reengineering, organizational learning, and other complementary ingredients were phased and secured early on in ICT for development programs.
- 4.
For detailed treatment of such issues, see Hanna (2007b).
- 5.
Many prioritization schemes, designed for use in developed countries, involve high levels of quantification and sophistication. Care should be taken to use methodologies that are consistent with local conditions, including capabilities and the availability of demand data.
- 6.
For example, the European Union’s standard list does not include foreign employment, a major source of income, employment, and remittances for Sri Lanka.
- 7.
Similar arguments are made against adopting a standard recipe for growth strategies and institutions (in Rodrik 2007).
- 8.
Rodril (2007) makes similar arguments against imposing best practice recipes in designing growth policies and institutions.
- 9.
The experience from successful business organizations and IT projects indicates that such organizations and projects are best led by hybrids who span the technical and business domains.
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Hanna, N.K. (2010). Lessons and Future Directions. In: e-Transformation: Enabling New Development Strategies. Innovation, Technology, and Knowledge Management. Springer, New York, NY. https://doi.org/10.1007/978-1-4419-1185-8_16
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DOI: https://doi.org/10.1007/978-1-4419-1185-8_16
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