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E-leadership institutions for the knowledge economy (Inglês)

Leadership, institutions and human capabilities are the key to moving countries from visions of the potential of the ongoing information and communication technology revolution to real competitive, innovative and knowledge-based economies. This paper presents five basic models or archetypes of e-leadership institutions. They are used for comparative analysis and for detecting patterns and trends of an otherwise complex reality and rich institutional innovation and learning. They can serve as initial starting points or options for governments in creating or evolving their institutional framework for e-development. None of these basic models need necessarily be implemented as is. Mixes and matches among these models are increasingly innovated and tailored to the specific needs and conditions of each country. Governments may choose from and build upon these basic approaches, with full understanding of the advantages and disadvantages of each. The paper's diverse country case studies suggest that these models are evolving, hybrids are being created and rich lessons are being integrated into further innovations of e-leadership institutions.


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    Hanna, Nagy K.

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    Documento de Trabalho

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    Regiões Mundiais,

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  • Nome do documento

    E-leadership institutions for the knowledge economy

  • Palavras-chave

    e-Government;small and medium enterprise;legal and regulatory framework;monitoring and evaluation mechanism;information and communication technology;Institutional Development and Capacity;efficiency of government operations;access to government service;social and economic development;access to information infrastructure;intellectual property right regime;national ict;public sector reform;access to ict;emerging knowledge economy;ministries of education;human resource development;country case study;aid agency;civil society;institutional framework;Science and Technology;international good practice;online public service;mobilization of resource;competitive domestic markets;public sector modernization;local capacity building;human resource management;civil society empowerment;package of policy;national innovation system;public sector operation;positive multiplier effect;national ict strategy;archives and records;degree of authority;investment in technology;institutional change management;development of technology;degree centralization;standard and guideline;devolution of power;supply chain management;locally relevant content;capacity building support;policy and institution;capacity building program;awareness and communication;command and control;adoption of e-commerce;cost of service;human capital development;private sector actors;economies of scale;level of readiness;collaboration across boundary;formal coordination mechanisms;nature of knowledge;public policy issues;allocation of responsibility;allocation of resource;barrier to entry;duplication of efforts;digital opportunity initiative;public sector transformation;institutional mechanism;business process;institutional map;Digital Literacy;technology management;development policy;enterprise architecture;e-government programs;core competencies;institutional innovation;basic model;process innovation;e-government service;institutional model;institutional architecture;operational responsibility;resource mobilization;active participation;local capability;government body;managerial innovation;institutional transformation;strategy formulation;national strategy;scarce resource;governance framework;governance mechanism;task forces;raise awareness;research agenda;social transformation;strategic issue;government institution;investment program;government network;shared infrastructure;information revolution;organizational change;public-private partnership;social inclusion;political leadership;central agencies;local content;local connectivity;e-government investment;technological revolution;traditional knowledge;consultative body;global economy;complementary investment;rural connectivity;international consultant;political structure;knowledge worker;domestic productivity;targeted incentive;educational system;literate population;delivery mechanism;awareness raising;continuous process;ministerial committee;dynamic development;business sector;investment planning;buying power;online tool;content development;multipurpose telecenters;governance requirement;focus group;exchange information;local investor;state capacity;technology education;crowding out;adaptive institution;local entrepreneurial;managerial capability;improving information;social return;institutional learning;central coordinating;internal program;operations management;e-business transformation;consultancy service;information age;education systems;learning opportunity;Equal Opportunity;potentials for community;rigorous analysis;strategic guidance;technology specialist;bureaucratic obstacle;process change;administrative structure;local condition;media campaign;coalition building;political objective;digital economy;institutional regime;information culture;systems development;modern economy;global competition;public budget;developmental impact;skilled staff;business strategy;authentication system;international body;organizational structure;financial resource;institutional experience;institutional design;external assistance



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