Abstract
A key success factor for digital transformation as the overarching goal of the position as Chief Digital Officer is the acceptance and conviction of employees across the board of institutions to actively deal with changes in everyday work. Employees are often victims of stereotypes and trapped in their system, or certain images of people are conveyed and attracted by them in recruitment processes. For example, Rainey (Understanding and managing public organizations, 4th edn. Jossey-Bass, 2009 [1]) describes that, on average, people who work in the public sector are less innovative than those who work in the private sector. The reasons for this include the competitive orientation and the possibility of releasing employees due to the economic situation. On the other hand, public servants are risk-averse due to stable staff composition and a lack of incentives to exchange ideas. This perspective stems from the basic business theories based on Schumpeter’s idea of creative destruction (cf. Conway in Schöpferische Zerstörung. 50 Schlüsselideen Wirtschaftswissenschaft. Springer, 2011 [2]).
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
H.G. Rainey, Understanding and Managing Public Organizations, 4th edn. (Jossey-Bass, 2009)
E. Conway, Schöpferische Zerstörung, in 50 Schlüsselideen Wirtschaftswissenschaft (Springer, 2011)
C. Hood, The “new public management” in the 1980s: variations on a theme. Acc. Organ. Soc. 20(2–3), 93–109 (1995)
T. Bovaird, Beyond engagement and participation: user and community coproduction of public services. Public Adm. Rev. 67(5), 846–860 (2007)
J.B. Barney, Resource-based theories of competitive advantage: a ten-year retrospective on the resource based view. J. Manag. 27(6), 643–650 (2001)
K. Schedler, I. Proeller, New Public Management, 5th edn. (Haupt, 2011)
C. Lemke, W. Brenner, K. Kirchner, Einführung in die Wirtschaftsinformatik. Band 2: Gestalten des digitalen Zeitalters (Springer Gabler, 2017)
H. Hill, Wirksam verwalten—Agilität als Paradigma der Veränderung. Z. Verwalt. Verwalt. Verwalt. 106(4), 397–416 (2015)
H. Hill, Agiles Verwaltungshandeln im Rechtsstaat. Die Öffentliche Verwalt. Z. Öffentliches Recht Verwaltungswissenschaften 13(1), 497–504 (2018)
Bearing Point, Studie Business Agility—Bedeutung von Agilität in der Verwaltung—Red Paper (2015). http://toolbox.bearingpoint.com/ecomaXL/files/DI-15005_BEDE15_0972_WP_DE_Agilitaet_final_web.pdf?download=1
Bearing Point, Fünf Hebel für eine Agile Verwaltung—White Paper (2013). https://www.bearingpoint.com/de-de/unsere-expertise/insights/fuenf-hebel-fuer-eine-agile-verwaltung/
R. Grant, Moderne Strategische Unternehmensführung—Konzepte, Analysen und Techniken (Wiley, 2014)
G. Richenhagen, Strategisches Personalmanagement in öffentlichen Verwaltungen: Was muss der Praktiker wissen?, Chap. 3/2.25, in Erfolgreiches Verwaltungsmanagement—Ressourcen nutzen, Abläufe optimieren, zukunftsorientiert planen, ed. by S. Scholer, J.H. Fischer, C. Schaefer (Weka Media, 2016)
T. Petry, Digital Leadership—Unternehmens- und Personalführung in der Digital Economy, in Digital Leadership—Erfolgreiches Führen in Zeiten der Digital Economy, ed. by T. Petry (2016), pp. 65–72
D.J. Snowden, M.E. Boone, A leader’s framework for decision making. Harv. Bus. Rev. 85(11), 68 (2007)
G. Richenhagen, Teamfähigkeit und andere Kompetenzen in agilen Organisationen, in Wissen schmeckt—Die Magie der Wissenschaften beim Kochen erklärt—mit 17 Rezepten, ed. by A. Ghadiri, T. Vilgis, T. Bosbach (Springer, 2018), pp. 319–334
M. Martini, Digitalisierung als Herausforderung und Chance für Staat und Verwaltung: Forschungskonzept des Programmbereichs “Transformation des Staates in Zeiten der Digitalisierung” (2016). https://dopus.uni-speyer.de/frontdoor/deliver/index/docId/1462/file/DP-085.pdf
R.M. Davison, L.H. Wong, J. Peng, The art of digital transformation as crafted by a chief digital officer. Int. J. Inf. Manage. 69(1), 102617 (2023)
S. Kunisch, M. Menz, R. Langan, Chief digital officers: an exploratory analysis of their emergence, nature, and determinants. Long Range Plan. 55(2), 101999 (2022)
E. Ziemba, T. Papaj, R. Żelazny, M. Jadamus-Hacura, Factors influencing the success of e-government. J. Comput. Inf. Syst. 56(2), 156–167 (2016)
R. Matheus, M. Janssen, T. Janowski, Design principles for creating digital transparency in government. Gov. Inf. Q. 38(1), 101550 (2021)
S.A. Chun, L.F. Luna-Reyes, R. Sandoval-Almazán, Collaborative e-government. Transform. Gov. People Process Policy 6(1), 5–12 (2012)
F. Bannister, R. Connolly, ICT, public values and transformative government: a framework and programme for research. Gov. Inf. Q. 31(1), 119–128 (2014)
P. Mayring, Qualitative content analysis: theoretical background and procedures, in Approaches to Qualitative Research in Mathematics Education: Examples of Methodology and Methods (Springer, 2015)
C. Schachtner, The role “chief digital officer (CDO)” in public municipalities—the conceptual effect of a functional profile for successful transformation. Smart Cities 6(2), 809–818 (2023). https://doi.org/10.3390/smartcities6020039
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2024 The Author(s), under exclusive license to Springer Nature Switzerland AG
About this chapter
Cite this chapter
Schachtner, C. (2024). Methodological Fields of Action for Digital Transformation. In: CDOs in the Public Sector. SpringerBriefs in Applied Sciences and Technology. Springer, Cham. https://doi.org/10.1007/978-3-031-54611-2_2
Download citation
DOI: https://doi.org/10.1007/978-3-031-54611-2_2
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-031-54610-5
Online ISBN: 978-3-031-54611-2
eBook Packages: EngineeringEngineering (R0)