Advertisement

Digital India pp 181-207 | Cite as

Value Chain Development for Government Sector: A SAP-LAP Approach

Chapter
Part of the Advances in Theory and Practice of Emerging Markets book series (ATPEM)

Abstract

India is moving at a very fast pace towards the digitization of nation, but the true benefits of this digitization are not yet achieved. Reason being usage of technology to transform the same old physical processes of government and public sector (GPS) to realize the E-Governance as are being following since independence. E-Governance is a much broader term (then only providing online access to government services), which encompasses usage of technology to enhance transparency, accountability, collaboration and participation of citizen in policy making, decision-making and improving services. Merely transforming physical services to electronic service cannot yield the benefits of E-Governance; rather necessity is to go for re-engineering of old government processes which are in desperate need of transformation. And in order to redesign these old GPS processes, it is firstly required to evaluate the current GPS processes to identify the problematic areas and then diagnosing the non-value-adding and value-adding activities in same. Here comes the role of value chain analysis which enables the BPR teams and change agents to identify non-value-adding activities in the government processes and evaluate how technology can enhance value of GPS processes. Now, the problem is that there is a lack of concrete value chain for government sector in literature, and this motivated the authors to undertake the present research work and propose a conceptual value chain for GPS which would later be tested empirically using SEM at the next stage. Value chain here has been developed based on SAP-LAP methodology proposed by Sushil (Manag Decis 38(5):347–353, 2000).

Keywords

Value chain Value chain analysis (VCA) Business process re-engineering (BPR) Government of India (GoI) Government and public sector (GPS) NeGP Digital India E-Governance Employee engagement Customer satisfaction Process management Internal service quality (ISQ) External service quality (ESQ) 

References

  1. Al Mehrzi N, Singh SK (2016) Competing through employee engagement : a proposed framework. Int J Product Perform Manag 65(6)CrossRefGoogle Scholar
  2. Ali S, Farooqi YA (2014) Effect of work overload on job satisfaction , effect of job satisfaction on employee performance and employee engagement ( a case of public sector University of Gujranwala Division). Int J Multidiscip Sci Eng 5(8)Google Scholar
  3. Amin M, Wan K, Ismail W, Zaleha S, Rasid A, Daverson R, Selemani A (2014) The impact of human resource management practices on performance evidence from a public university. TQM J 26(2):125–142CrossRefGoogle Scholar
  4. Andersen KV (2006) Reengineering Public Sector Organisations using information technology, Research in public policy analysisGoogle Scholar
  5. Apostolou D, Mentzas G, Stojanovic L, Thoenssen B, Pariente T (2011) A collaborative decision framework for managing changes in e-government services. Gov Inf Q. Elsevier Inc. 28(1):101–116CrossRefGoogle Scholar
  6. Appleby A, Clark A (1997) Quality management in local government, the same as in the private sector. Leadersh Org Dev J 18(11):29–36CrossRefGoogle Scholar
  7. Bala H, Venkatesh V (2017) Employees’ reactions to IT-enabled process innovations in the age of data analytics in healthcare. Bus Process Manag J 23(3):671–702CrossRefGoogle Scholar
  8. Belanger F, Carter L (2008) Trust and risk in e-government adoption. Strateg Inf Syst 17:165–176CrossRefGoogle Scholar
  9. Bhatnagar J (2007) Talent management strategy of employee engagement in Indian ITES employees : key to retention. Emloyee Relat 29(6):640–663CrossRefGoogle Scholar
  10. Bhatt GD (2006) Exploring the relationship between information technology , infrastructure and business process re-engineering. Bus Process Manag J 6(2):139–163CrossRefGoogle Scholar
  11. Bontis N, Serenko A (2007) The moderating role of human capital management practices on employee capabilities. J Knowl Manag 11(3):31–51CrossRefGoogle Scholar
  12. Bouckaert GV (2002) ‘Identity vs performance: an overview of theories explaining Trust in Government’ (second report ‘citizen directed governance: quality and Trust in Government). Public Management Institute, Katholike University, LeuvenGoogle Scholar
  13. Bowen D, Schneider B (2014) A service climate synthesis and future research agenda. J Serv Res 17(1):5–22CrossRefGoogle Scholar
  14. Boyd A (1997) Employee traps-corruption in the workplace. Manag Rev 86(8):9Google Scholar
  15. Carasco-Saul M, Kim W, Kim T (2014) Leadership and employee engagement: proposing research agendas through a review of literature. Hum Resour Dev Rev 14(1):38–63CrossRefGoogle Scholar
  16. Charan P (2012) Supply chain performance issues in an automobile company: a SAP-LAP analysis. Meas Bus Excell 16(1):67–86CrossRefGoogle Scholar
  17. Cheung MFY, To WM (2010) Managing service quality : an international journal article information. Manag Serv Qual Int J 20(3)Google Scholar
  18. Chiang C-F, Wu K (2014) The influences of internal service quality and job standardization on job satisfaction with supports as mediators: flight attendants at branch workplace. Int J Hum Resour Manag 25(19):2644–2666CrossRefGoogle Scholar
  19. Cronley C, Kim YK (2017) Intentions to turnover: testing the moderated effects of organizational culture, as mediated by job satisfaction, within the salvation Army. Leadersh Org Dev J 38(2)CrossRefGoogle Scholar
  20. Davenport T, Short J (1990) The new industrial engineering: information technology and business process redesign. Sloan Manag Rev. Available at: http://sloanreview.mit.edu/x/3141
  21. Demerouti E, Bakker AB, Nachreiner F (2001) The job demands-resources model of burnout. J Appl Psychol 86:499–512CrossRefGoogle Scholar
  22. Detlor B, Hupfer M, Ruhi U, Zhao L (2008) A citizen-centric framework for e-government services useGoogle Scholar
  23. Donovan J, Franzel S, Cunha M, Gyau A, Mithöfer D (2015) Guides for value chain development: a comparative review. J Agribus Dev Emerg Econ 5(1):2–23CrossRefGoogle Scholar
  24. Ellis MC, Sorensen A (2007) Assessing employee engagement: the key to improving productivity. Perspectives 15(1)Google Scholar
  25. Fearne A, Garcia M, Benjamin M (2012) Dimensions of sustainable value chains : implications for value chain analysis. Supply Chain Manag Int J 17(6):575–581CrossRefGoogle Scholar
  26. Fuente JMR de La (2013) E-government strategies in Spanish local governments, Local government studies, (August), pp 37–41Google Scholar
  27. Gallup (2006) Engaged employees inspire company innovation: national Survey Finds that passionate workers are most likely to drive organizations forward. Gallup Manag JGoogle Scholar
  28. Goksoy A, Ozsoy B, Vayvay O (2012) Business process reengineering : strategie tool for managing organizational change an application in a multinational company. Int J Bus Manag 7(2):89–113CrossRefGoogle Scholar
  29. Golubeva A (2007) Evaluation of regional government portal on the basis of public value concept. Case study from Russian Federation, ACM International conference proceeding series, 232, pp 394–397Google Scholar
  30. Griffiths S (1999) Wired for success: creating cultural change through Actioning employee survey results at Telus. Treasury Board Secretariat, OttawaGoogle Scholar
  31. Gupta PJ, Suri PK (2017) Measuring public value of e-governance projects in India : citizens’ perspective. Transform Gov People Process PolicyGoogle Scholar
  32. Hammer M (1990) Reengineering work: don’t automate, obliterate. Harv Bus Rev:104–112Google Scholar
  33. Heintzman R, Marson B (2005) People, service and trust: is there a public sector service value chain? Int Rev Adm Sci 71(4):549–575CrossRefGoogle Scholar
  34. Heskett JL, Jones TO, Loveman GW, Sasser WE, Schlesinger LA (1994) Putting the Service-Profit Chain to Work. Harvard Bus Rev 72: 64–74Google Scholar
  35. Hobbs J, Cooney A, Fulton M (2000) Value chains in the Agri-food sector: what are they? How do they work? Are they for me? Department of Agricultural Economics, University of Saskatchewan, SaskatoonGoogle Scholar
  36. Hooda A (2014) Emergence of business process reengineering: a literature review.’, IUP. J Inf Technol 10(3):61Google Scholar
  37. Huili Y, Jing Y (2012) Empirical research and model building about customer satisfaction index on postgraduate education service quality. Can Soc Sci 8(1):108–111Google Scholar
  38. Jiang K, Lepak DP, Hu J, Baer JC (2012) How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Acad Manag J 55:1264–1294CrossRefGoogle Scholar
  39. John L, Ramesh A (2012) Humanitarian supply chain management in India: a SAP LAP framework. J Adv Manag Res 9(2):217–235CrossRefGoogle Scholar
  40. Judith K, Janet H, Lawley HM (2016) Creating value chains: the role of relationship development. Br Food J 118(6):721–734Google Scholar
  41. Kang G, James J (2002) Perspectives measurement of internal service quality : application of the SERVQUAL battery to internal service quality. Manag Serv Qual Int J 12(5):278–291CrossRefGoogle Scholar
  42. Kant R, Jaiswal D (2017) The impact of perceived service quality dimensions on customer satisfaction: an empirical study on public sector banks in India. International Journal of Bank Marketing 35(3)CrossRefGoogle Scholar
  43. Kaplinsky R (2000) Globalisation and unequalisation : what can be learned from value chain analysis. J Dev Stud 37(2):117–146CrossRefGoogle Scholar
  44. Kaplinsky R, Morris M (2000) A handbook book for value chain researchGoogle Scholar
  45. Karam EP, Gardner WL, Gullifor DP, Tribble LL, Li M (2017) Authentic leadership and high-performance human resource practices: implications for work engagement. In: Research in personnel and human resources management, pp 103–153CrossRefGoogle Scholar
  46. Karunasena K, Deng H (2012) Critical factors for evaluating the public value of e-government in Sri Lanka. Gov Inf Q. Elsevier Inc. 29(1):76–84CrossRefGoogle Scholar
  47. Kassahun AE (2012) The effect of business process on public sector organization performance (a developing economy context )Google Scholar
  48. Kelly G, Mulgan G, Muers S (2002) Creating public value: an analytical framework for Public Service ReformGoogle Scholar
  49. Kettinger WJ, Grover V (2016) Special section : toward a theory of business process change management special section : toward a theory of business process change management. J Manag Inf Syst 12(1):9–30CrossRefGoogle Scholar
  50. Kettinger WJ, Teng JTC, Guha S (1997) Business process change : a study of methodologies , techniques , and CSF. MIS Q 21(1):55–80CrossRefGoogle Scholar
  51. Kostopoulos KC, Spanos YE, Prastacos GP (2002) The resource –– based view of the firm and innovation: identification of critical linkages Konstantinos. In: 2nd European academy of management conference, Stockholm, pp 1–19Google Scholar
  52. Larsson H, Grönlund Å (2014) Future-oriented eGovernance : the sustainability concept in eGov research , and ways forward. Gov Inf Q. Elsevier Inc. 31(1):137–149CrossRefGoogle Scholar
  53. Lean OK, Zailani S, Ramayah T, Fernando Y (2009) Factors influencing intention to use e-government services among citizens in Malaysia. Int J Inf Manag 29(6):458–475CrossRefGoogle Scholar
  54. Locke EA, Latham GP (1990) A theory of goal setting and task performance. Prentice-Hall, Englewood CliffsGoogle Scholar
  55. Lunenburg FC (2010) Leader-member exchange theory : another perspective on the leadership process. Int J Manag Bus Adm 13(1):1–5Google Scholar
  56. Mandal P, Bagchir K (2016) Strategic role of information, knowledge and technology in manufacturing industry performance. Ind Manag Data Syst 116(6)CrossRefGoogle Scholar
  57. Manen MV (1990) Researching lived experience: human science for an action sensitive pedagogy. Althouse, Ontario/LondonGoogle Scholar
  58. Markos S (2010) Employee engagement : the key to improving performance. Int J Bus Manag 5(12):89–96Google Scholar
  59. Marshall GW, Baker J, Finn DW, Marshall GW (1998) Exploring internal customer service quality. J Bus Ind Mark 13(4/5):381–392CrossRefGoogle Scholar
  60. Meyer J, Becker T, Vandenberghe C (2004) Employee commitment and motivation: a conceptual analysis and integrative model. J Appl Psychol 89(6):991–1007CrossRefGoogle Scholar
  61. Mirabito A, Berry L (2015) You say you want a revolution? Drawing on social movement theory to motivate transformative change. J Serv Res 18(3):336–350CrossRefGoogle Scholar
  62. Mishra U, Sharma M (2013) Human factors affecting the adaptability of e-governance the Indian public sector. J E Gov 36:136–142Google Scholar
  63. MORI (2003) Exploring trust in Public Institutions — new findings: national quantitative survey.Report for the audit commission. [Online]Google Scholar
  64. Moullin M (2017) Improving and evaluating performance with the public sector scorecard article. Int J Product Perform Manag 66(4)CrossRefGoogle Scholar
  65. Nazeer SZM, Azeem M (2014) Internal service quality and job performance: does job satisfaction mediate? J Hum Resour 2(1):41–65Google Scholar
  66. Nguyen TV, Bach TN, Le TQ, Le CQ (2017) Local governance , corruption , and public service quality : evidence from a national survey in Vietnam. Int J Publ Sect Manage Local 30(2)CrossRefGoogle Scholar
  67. Normann R, Ramirez R(1993) From value chain to value constellation: designing interactive strategy. Harvard Business Review, July/AugustGoogle Scholar
  68. Nulhusna R, Sandhyaduhita P, Hidayanto AN, Phusava K (2017) The relation of e-government quality on public trust and its impact towards public participation. Transform Gov People Process PolicyGoogle Scholar
  69. Otenyo E, Lind N (2006) Comparative public administration: the essential readings. JAI Press, New YorkGoogle Scholar
  70. Palm K, Algehed J (2017) Exploring enablers of innovative quality development in public administration. Int J Qual Serv Sci 9(2)CrossRefGoogle Scholar
  71. Parys, Thijs (2003) Business Process Reengineering; or how to enable bottom-up participation in a top down reform programme. In: Annual meeting of the European Group of Public Administration.Google Scholar
  72. Paulin M, Ferguson R, Bergeron J (2006) Service climate and organizational commitment: the importance of customer linkages. J Bus Res 59(8):906–915CrossRefGoogle Scholar
  73. Porter ME (1985) The competitive advantage: creating and sustaining superior performance. Free press, New YorkGoogle Scholar
  74. Price R, Hooijberg R (1992) Organizational exit pressures and role stress: impact on mental health. J Organ Behav 13(7):641–651CrossRefGoogle Scholar
  75. Quinless J (2012) Public sector service value chain: scan of current literature, VictoriaGoogle Scholar
  76. Rana MH, Malik MS (2017) Impact of HR practices on organizational performance: moderating role of Islamic principles. Int J Islam Middle Eastern Financ Manage 10(2)Google Scholar
  77. Rana NP, Dwivedi YK, Williams MD (2013) Analysing challenges, barriers and CSF of egov adoption. Transform Gov People Process Policy 7(2):177–198Google Scholar
  78. Rapcevičienė D (2014) Modeling a value chain in public sector. Soc Transform Contemp Soc 2:42–49Google Scholar
  79. Ray S, Mukherjee A (2007) Development of a framework towards successful implementation of e-governance initiatives in health sector in India. Int J Health Care Qual Assur 20(6):464–483CrossRefGoogle Scholar
  80. Rich BL, Lepine JA, Crawford ER (2010) Job engagement: antecedents and effects on job performance. Acad Manag J 53:617–635CrossRefGoogle Scholar
  81. Rizvi SPIA (2017) Leadership style and service orientation: the catalytic role of employee engagement. J Serv Theory Pract 27(1)Google Scholar
  82. Saxena KBC (2005) Towards excellence in e‐governance. Int J Publ Sect Manage 18(6):498–513CrossRefGoogle Scholar
  83. Scheer (1991) CIM-towards the factory of the future, 2nd edn. Springer, Milton KeynesGoogle Scholar
  84. Schmitz H, Schmitz H (2005) Value chain analysis for policy-makers and practitionersGoogle Scholar
  85. Schneider B, Bowen DE (1993) Human resource management is critical. Organ Dyn 21(4):39–52CrossRefGoogle Scholar
  86. Shareef A, Kumar M, Kumar VU, Dwivedi Y (2014) Factors affecting citizen adoption of transactional electronic government. J Enterp Inf Manag 27(4):385–401CrossRefGoogle Scholar
  87. Sharma P, Tak T, Russel CK, Kingshott lPJ (2016) Internal service quality as a driver of employee satisfaction, commitment and performance – exploring the focal role of employee well-being. J Serv Manag 27(5)CrossRefGoogle Scholar
  88. Shin N, Jemella DF (2002) Bank business process reengineering and performance improvement. Bus Process Manag J 8(4):351–363CrossRefGoogle Scholar
  89. Slåtten T (2009) The effect of managerial practice on employee-perceived service quality the role of emotional satisfaction. Manag Serv Qual Int J 19(4):431–455CrossRefGoogle Scholar
  90. Stauss B (1995) Internal services: classification and quality management. Int J Serv Ind Manag 6(2):62–78CrossRefGoogle Scholar
  91. Subrahmanyam A (2017) Relationship between service quality, satisfaction, motivation and loyalty: a multi-dimensional perspective’, introduction. Qual Assur Educ 25(2)CrossRefGoogle Scholar
  92. Sushil (2000) SAP-LAP models of inquiry. Manag Decis 38(5):347–353CrossRefGoogle Scholar
  93. Swan JE, Bowers MR (1998) Services quality and satisfaction. J Serv Mark 12(1):59–72CrossRefGoogle Scholar
  94. Ugaddan RG, Park SMP (2017) Quality of leadership and public service motivation: a social exchange perspective on employee engagement. Int J Publ Sect Manage 30(3)CrossRefGoogle Scholar
  95. Van de Walle S, Bouckaert G (2003) Public service performance and Trust in Government:the problem of causality. Int J Publ Adm 26(8–9):891–913CrossRefGoogle Scholar
  96. Voutinioti A (2013) Determinants of user adoption of e-government services in Greece and the role of citizen service centres. Procedia Technol. Elsevier B.V. 8(Haicta):238–244CrossRefGoogle Scholar
  97. Walters D, Lancaster G (2000) Implementing value strategy through the value chain. Manag Decis 38(3):160–178CrossRefGoogle Scholar
  98. Weerakkody V, El Haddadeh R, Al Shafi S (2011a) Exploring the complexities of e-government implementation and diffusion in a developing country some lessons from the State of Qatar. J Enterp Inf Manag 24(2):172–196CrossRefGoogle Scholar
  99. Weerakkody V, Janssen M, Dwivedi YK (2011b) Transformational change and business process reengineering (BPR): lessons from the British and Dutch public sector. Gov Inf Q. Elsevier Inc. 28(3):320–328CrossRefGoogle Scholar
  100. Womack JP, Jones DT (1996) Lean thinking: banish waste and create wealth in your corporation. Simon & Schuster, New YorkGoogle Scholar
  101. Wright T, Cropanzano R, Bonett D (2015) The moderating role of employee positive well being on the relation between job satisfaction and job performance. J Occup Health Psychol 12(2):93–104CrossRefGoogle Scholar
  102. Yang H, Coates N (2010) Internal marketing : service quality in leisure services. Mark Intell Plann 28(6):754–769CrossRefGoogle Scholar
  103. Yoo DK, Park JA (2007) Perceived service quality. Int J Qual Reliabil Manag 24(9):908–926CrossRefGoogle Scholar
  104. Zeithaml VA, Bitner M, Gremler D (2011) Services marketing: integrating customer focus across the firm, 5th edn. McGraw Hill, New DelhiGoogle Scholar

Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  1. 1.Faculty of Management StudiesUniversity of DelhiNew DelhiIndia

Personalised recommendations