A Comparative Analysis of E-Government in Jamaica and Singapore: An Exploratory Study of Supply-Side Factors

ABSTRACT

The paper compares the case of Jamaica, which despite a two-decade-long journey, has experienced unsatisfactory progress in implementing e-Government, with that of Singapore, which has achieved considerable success, despite being small island-states of similar-sized populations with British colonial histories, with both nations gaining their independence around the same time in the mid-1960s. Qualitative data gathered from interviews and documentation from supply-side stakeholders were analyzed to better understand the drivers for, and barriers to, the successful implementation of e-Government initiatives. Based on the existing literature, a novel conceptual framework was used to guide the data collection and analysis process. This enabled the presence of previously identified drivers and barriers for e-Government initiatives to be assessed in the context of both countries. The study was also able to surface new and additional factors influencing e-Government implementation, which have not been previously identified within the e-Government research literature, namely Administration/Leadership, e-Readiness, and Communication. The research findings enabled practical and actionable recommendations to those leading e-Government initiatives in Jamaica to improve implementation by overcoming forces that hinder progress. The findings from this study are limited as the research draws on data from limited sources in just two countries.

KEYWORDS:

• Barriers
• digital technology
• drivers
• e-government
• e-readiness
• government technology
• ICT

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Odayne Haughton

Odayne Haughton is an industry technology consultant with over 10 years’ experience. He was Head of Data Governance and Quality at the National Commercial Bank in Jamaica, playing a critical role in the development and deployment of the Central Bank Digital Currency in Jamaica. He holds MSc degrees in both Computing and Digital Business. He is currently a Research Associate and PhD candidate at the University of Wales Trinity Saint David.

David Barnes

David Barnes is Professor of Operations Management at the University of Westminster Business School in London. He previously held posts at Thames Valley University, the Open University and Royal Holloway University of London. He has a particular research interest in the adoption of digital technologies in organisations. His work has been published in many leading academic journals.