Organisational paradoxes of local e-government

Abstract

This article explores the complexities of realising the full potential of local e-government through the lens of paradox. In developed nations, this sector has been characterised as being initially slow, and now very variable, in coming to grips with both the opportunities and challenges of e-government. Indeed, it has been argued that e-government crystallises the complex interdependencies and uncertainties of the sector more generally, challenging the power of expert knowledge and rational reform. Some particular examples of paradoxical dynamics are suggested that highlight the dynamic organisational capabilities needed to sustain e-government.