E‐government maturity model using the capability maturity model integration
| DOI | https://doi.org/10.1108/13287261011070858 |
| Date | 17 August 2010 |
| Published date | 17 August 2010 |
| Pages | 230-244 |
| Author | Dong‐Young Kim,Gerald Grant |
| Subject Matter | Information & knowledge management |
JSIT
12,3
230
Journal of Systems and Information
Technology
Vol. 12 No. 3, 2010
pp. 230-244
#Emerald Group Publishing Limited
1328-7265
DOI 10.1108/13287261011070858
E-government maturity model
using the capability maturity
model integration
Dong-Young Kim
Coggin College of Business, University of North Florida, Jacksonville,
Florida, USA, and
Gerald Grant
Sprott School of Business, Carleton University, Ottawa, Canada
Abstract
Purpose – The purpose of this paper is to propose a framework for assessing the maturity level of
electronic government (e-government).
Design/methodology/approach – The conceptual framework is based on two models: the
intellectual capital (IC) management and the capability maturity model integration (CMMI).
Findings – The framework is composed of four input areas (human capital, str uctural capital,
relational capital, and IT investment) and five maturity stages (web presence, interaction, transaction,
integration, and continuous improvement). These areas are assessed by using the IC management
model and the CMMI model. Employing the IC management process enables not only practitioners to
effectively manage resources, but also auditors to more objectively assess the input area. Using the
CMMI model allows governments to conduct process-based assessments.
Originality/value – The paper contributes to the literature and practice in the following ways. First,
it outlines how to define and assess key attributes of e-government activities. It can help governments
to enhance the awareness and understanding of maturity levels of e-government. Second, this
research expands the scope of current studies on a maturity model by providing a balanced view
between input factors (resources) and results (maturity stages). For practitioners, assessing the input
factors enables them to realize how to prioritize strategies and resources. For academics, this attempt
sheds light on the concepts of IC in e-government studies. Third, considering the CMMI model will
be helpful to conduct an objective and useful assessment. On the basis of a matrix for assessing
maturity levels, governments can conduct self-assessment and establish stable and mature
implementation processes.
Keywords Government, Intellectual capital, Strategic evaluation
Paper type Conceptual pap er
Introduction
It is broadly recognized that a maturity model of electronic government (e-government)
can play a significant role in assessing organizational efforts and monitoring activities
of a government over the long term (Siau and Long, 2005; Anderson and Henriksen,
2006). Several studies have highlighted what features should be included in each
maturity level (Layne and Lee, 2001; Moon, 2002), what critical components of a
strategic management process could be identified along stages (Affisco and Soliman,
2006; Anderson and Henriksen, 2006), and how empirical evidence shows the
relationship between organizational efforts and impacts of e-government (Reddick,
2004; UN and ASPA, 2002). Although researchers have conceptualized the features and
accomplishments of maturity models in various ways, a common view is that assessing
maturity levels and managing relevant processes can help governments to improve the
visible and invisible performance of e-government (Anderson and Henriksen, 2006).
Despite the importance of exploring a maturity model, current studies on
e-government maturity models are still in their infancy and falling behind
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