E-<strong>governance</strong> <strong>and</strong> Citizen Information 52 Research Questions <strong>and</strong> the Analytical Mo<strong>de</strong>l3.2. Analytical Mo<strong>de</strong>lOur analytical mo<strong>de</strong>l is <strong>de</strong>rived from the theoretical framework <strong>and</strong> is therefore the resultof the combination of different variables proposed in the literature on the subject to un<strong>de</strong>rst<strong>and</strong>the technological innovation <strong>and</strong> organisational change processes, as well asour first research project on the Catalan Open Administration project (AOC). To un<strong>de</strong>rst<strong>and</strong>this process of incorporating technological innovations in the environment of theAdministration's public service channels – the purpose of the study – we have markedfour general dimensions: a) the structure <strong>and</strong> running of the Public Administration, b) themanagement of technological innovation, c) the interface for the interaction between <strong>citizen</strong>s<strong>and</strong> the Public Administration <strong>and</strong>, d) <strong>citizen</strong>s or users. Next, we will briefly explaineach of these dimensions <strong>and</strong> the elements inclu<strong>de</strong>d to present the interaction of all ofthese elements in the mo<strong>de</strong>l. The graphical representation of the mo<strong>de</strong>l is as follows:Figure 1. Analytical Mo<strong>de</strong>l of E-<strong>governance</strong> <strong>and</strong> Public ServicesSource: in-house production3.2.1. Structure <strong>and</strong> Operation of the Public AdministrationThis sub-dimension is divi<strong>de</strong>d in two parts. On the one h<strong>and</strong>, we consi<strong>de</strong>r the competenciesof a government, the <strong>de</strong>sign of public policies (as a result of the political <strong>de</strong>cision-makingprocesses) <strong>and</strong> the same organic distribution of competencies operating within this political-http://www.uoc.edu/in3/pic
E-<strong>governance</strong> <strong>and</strong> Citizen Information 53 Research Questions <strong>and</strong> the Analytical Mo<strong>de</strong>linstitutional context, for the <strong>de</strong>velopment of organisational change <strong>and</strong> technological innovationstrategy. Similarly, this context interacts with the organisational values (organisation),which have been recently <strong>de</strong>fined by the Weberian bureaucratic mo<strong>de</strong>l, but in tension withnew organisational forms. In this sense we will analyse the presence of elements such as,for example, hierarchy, compartmentalisation or the strict adherence to regulations thatcharacterise the Weberian Administration, as well as other indicators, such as interoperability,cooperation for the <strong>de</strong>velopment of tasks, <strong>and</strong> flexibility.In other words, we set off with the prior verification (supported by our previous researchprojects <strong>and</strong> other international studies) that there is no radical transformation or supersedingof the Weberian mo<strong>de</strong>l in a strict sense, but rather a growing interaction with new organisationalforms that generate a <strong>de</strong>gree of organisational heterogeneity – in other words, themore or less problematic coexistence of different organisational mo<strong>de</strong>ls subject to differenttensions. In this interaction, we can <strong>de</strong>fine, at a first level, the characteristics acquired by thePublic Administration.All in all, the political institutional context <strong>and</strong> the tension between organisational areas inthe Public Administration are the first driving agent behind innovation. These innovations ortransformations – mostly linked to the use of ICTs – will have an impact on the structure <strong>and</strong>running of the Public Administration. Similarly, the wishes, uses <strong>and</strong> satisfaction of <strong>citizen</strong>sare a result of this process, as well as a new source for change an innovation.3.2.2. Management of InnovationIn this dimension we inclu<strong>de</strong> the strategy resulting from the process <strong>de</strong>scribed in the previousblock. Firstly, the objectives of the strategy <strong>de</strong>veloped (which can emphasise clearly differentelements, such as the efficiency, quality, access, political visibility, etc.). Secondly, weconsi<strong>de</strong>r the mechanisms used for the innovation process, including the interaction betweenactors as a predominant role – in particular, the interaction with the private sector. In thisrelationship with the private sector, there is a modification to the strategy – an obvious resultof the interaction between actors with highly different techno-organisational cultures. Thereare also elements that will form part of the particular e-<strong>governance</strong> mo<strong>de</strong>l <strong>and</strong> which will beanalysed with the evolution <strong>and</strong> characteristics of the relationship between the public <strong>and</strong>private sectors. In particular, we will consi<strong>de</strong>r the control <strong>and</strong> monitoring of projects by thepublic sector, the quantity <strong>and</strong> type of companies that participate in these processes.The presence of this dimension in the mo<strong>de</strong>l, with its own entity <strong>and</strong> partially at the marginof the structure <strong>and</strong> running of the Administration is not a secondary fact. If reflectsa circumstance that is present every day in many administrations: the establishment ofhttp://www.uoc.edu/in3/pic