Juxtaposing South Africa’s Private Sector and Its Public Service Regarding Innovation Diffusion, to Explore the Obstacles to E-Governance
Despite the benefits of innovation diffusion in the
South African public service, implementation thereof seems to be
problematic, particularly with regard to e-governance which would
enhance the quality of service delivery, especially accessibility,
choice, and mode of operation. This paper reports on differences
between the public service and the private sector in terms of
innovation diffusion. Innovation diffusion will be investigated to
explore identified obstacles that are hindering successful
implementation of e-governance. The research inquiry is underpinned
by the diffusion of innovation theory, which is premised on the
assumption that innovation has a distinct channel, time, and mode of
adoption within the organisation. A comparative thematic document
analysis was conducted to investigate organisational differences with
regard to innovation diffusion. A similar approach has been followed
in other countries, where the same conceptual framework has been
used to guide document analysis in studies in both the private and the
public sectors. As per the recommended conceptual framework, three
organisational characteristics were emphasised, namely the external
characteristics of the organisation, the organisational structure, and
the inherent characteristics of the leadership. The results indicated
that the main difference in the external characteristics lies in the
focus and the clientele of the private sector. With regard to
organisational structure, private organisations have veto power,
which is not the case in the public service. Regarding leadership,
similarities were observed in social and environmental responsibility
and employees’ attitudes towards immediate supervision. Differences
identified included risk taking, the adequacy of leadership
development, organisational approaches to motivation and
involvement in decision making, and leadership style. Due to the
organisational differences observed, it is recommended that
differentiated strategies be employed to ensure effective innovation
diffusion, and ultimately e-governance. It is recommended that the
results of this research be used to stimulate discussion on ways to
improve collaboration between the mentioned sectors, to capitalise on
the benefits of each sector.
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[1] M. Scerri, “Modes of innovation and the prospects for economic
integration in Africa,” Africa Insight, vol. 43, no. 3, pp. 80-99, Dec.
2013.
[2] S.O. Popoola and O.O Fagbola, “Innovation capabilities of managers in
Nigerian large-scale manufacturing companies,” South African Journal
of Information Management, vol. 16, no. 1, pp. 593-603, 2014.
[3] E. Itzkin, “How to compete in the perpetual innovation economy,” South
African Journal of Information Management, vol. 2, no. 1, pp. 1-19,
2000.
[4] M. L. Tushman, and C.A. O’Reilly, “Winning through innovation,”
Cambridge, MA: Harvard Business School Press, 2002.
[5] C. Post, “Deep-level team composition and innovation: the mediating
roles of psychological safety and cooperative learning,” Group and
Organization Management, vol. 37, no. 5, pp. 555-588, 2012.
[6] Republic of South Africa, “National Development Plan 2030: Our future
– make it work,” Pretoria: Government printer, 2014.
[7] E.M. Rogers, “The diffusion of Innovation (4th Ed.),” New York: Free
Press, 1995, pp. 1.
[8] M.A. West, and J.L. Farr, (Eds.), “Innovation and creativity at work:
psychological and organizational strategies,” Chichester, UK: Wiley,
1990.
[9] F. Damanpour, “Organisational innovation: a meta-analysis of effects of
determinants and moderators,” Academy of Management Journal, Vol.
34, no. 1, pp. 555-590, 1991.
[10] P.R.A. Oeij, “Workplace innovation and its relations with organizational
performance and employee commitment,” 2012. Retrieved on 11 May
2015 from http://www.lline.fi/en/article/policy/oeij/workplaceinnovation-
and-its-relations-with-organisational-performance-andemployee-
commitment.
[11] M.L. Tushman and D. Nadler, “Organizing for innovation,” California
Management Review, vol. 28, no. 3, pp. 74-92, 1996.
[12] J. Goldenberg, S. Han, D.R. Lehmann, and J.W Hong, “The role of hubs
in the adoption process,” Journal of Marketing, vol. 73, no. 1, pp. 1-13,
2009.
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or not? The effect of social influences and network topology on
innovation diffusion,” Journal of Product Innovation Management, vol.
27, pp. 267-282, 2010.
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Magazine, January 1999. Retrieved on 10 June 2015, from
http://www.cidcm.umd.edu/ntn.
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productivity and creativity: the case of the Zululand District
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structures,” USA: Thomson Course Technology, 2006.
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Pearson Education, 2005.
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product innovation,” Management Science, vol. 48, no. 8, pp. 1024-
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[19] V. Mahajan, E. Muller, and F.M. Bass, “New product diffusion models
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Marketing, vol. 54, pp. 1-26, 1990.
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diffusion and turning points in the product life cycle,” Marketing
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products: the role of economic, culture and country innovativeness,”
Marketing Science, vol. 22, no. 2, pp. 188-208, 2003.
[22] J. Eliashberg, and M.S Sawhney, “Modelling goes to Hollywood:
predicting individual differences in Movie enjoyment,” Management
Science, vol. 40, no. 9, pp. 1151-1173, 1994.
[23] J.W.C. Arts, R.T Frambach, and T.H.A. Bijmolt, “What really drives
innovation adoption by consumers? A meta-analysis on the antecedents
of intention versus behaviour,” Working paper, 2006.
[24] L.A. Van Oortmerssen, C.M.J. Van Woerkum, and N. Aarts, “When
interaction flows: an exploration of collective creative processes on a
collaborative governance board,” Group and Organization Management,
pp. 1-29, 2014.
[25] T. Khalo, and S. Hu, “An analysis of e-government in the Department of
Home affairs of South Africa,” Journal of US-China Public
Administration, vol. 7, no. 9, pp. 39-52, 2010.
[26] B. Mbatha, and Z. Lesame, “Diffusion and adoption of information and
communication technologies in the public sector: the case of selected
government departments in KwaZulu-Natal,” Communicare, vol. 32, no.
2, pp. 40-62, 2013.
[27] D. Evans, and D.C. Yen, “E-government: evolving relationship of
citizens and government domestic and international development,”
Government Information Quarterly, vol. 23, pp. 207-235, 2006.
[28] Y. Kitaw, “E-government in Africa: prospects, challenges and
practices,” 2006. Retrieved on the 17th of June 2015, from
http://www.friendspartners.org/GLOSAS/Global_University.
[29] L. van Jaarsveldt, “Information technology skills for the South African
public service,” Administratio Publica, vol. 18, no. 4, pp. 174-192, 2010.
[30] UNESCO, “Harnessing information technology for development in
Africa,” 1998. Retrieved on 10 June 2015 from
http://www.unesco.org/edu/eduprog/wf/doc.IAI.html.
[31] B. Mbatha, and D.N Ocholla, “Contextualizing the use of ICT’s in the
public sector: the case of selected government departments in KwaZulu-
Natal,” Mousaion, vol. 29, no. 2, pp. 195-210, 2011.
[32] T. Nzimakwe, “Transforming the public service through e-government:
Challenges for the future,” Africanus, vol. 42, no. 1, pp. 56-68, 2012.
[33] E.A. Tankou, “Political affairs: commemoration if the 2015 African
Public Service day (APSD),” 2015. Retrieved on 17 June 2015 from
http://pa.au.int/en/content/commemoration-2015-africa-public-serviceday-
apsd-under-theme-%E2%80%9C-role-public-services-women-e.
[34] Republic of South Africa, “Medium-term strategic framework (MTSF)
2014-2019,” Pretoria: Government printer, 2014. [35] B.R. Katzy, “Integrated real-option reasoning and the innovation
diffusion curve for decision-making under uncertainty,” IAMOT, pp.1-
10, 2003.
[36] R. Foster, “Innovation: The Attacker’s Advantage,” New York: Summit
Books, 1986.
[37] W.J. Abernathy, and J.M. Utterback, “Patterns of Industrial
Restructuring,” Technology Review, vol. 80, no. 7, pp. 1-9, 1978.
[38] E.M. Rogers, “The diffusion of Innovation,” New York: Free Press,
1962.
[39] M.K. Minishi-Majanja, and J. Kiplang’at, “The diffusion of innovation
theory as a theoretical framework in library and information science
research,” South African Journal of Library and Information Sciences,
vol. 71, no. 3, pp. 211-224, 2005.
[40] R. Agarwal, M. Ahuja, P.E. Carter, and M. Gans, “Early and late
adopters of IT innovations: Extensions to Innovation Diffusion Theory,”
1998. Retrieved on 1 June 2015 from http://discnt.
cba.uh.edu/chin/digit98/panel2.pdf.
[41] E.M. Rogers, and K.L. Scott, “The diffusion of innovations model and
outreach from the National Network of Libraries of Medicine to Native
American Communities,” Draft paper presented at the Pacific Northwest
Region, Seattle, 1997, Retrieved on 17 June 2015 from
http://nnlm.gov/pnr/eval/rogers.html.
[42] I. England, D. Stewart, and S. Walker, “Information technology
adoption in health care: when organizations and technology collide,”
Australian Health Review, vol. 23, no. 3, pp. 176-185, 2000.
[43] M. Scerri, Economic integration in Africa: The systems of innovation
approach, In S. Osha, M. Muchie and P.M. Matlotleng (eds), The
Africana world: From fragmentation to unity and renaissance, South
Africa: Africa Institute of South Africa, 2012.
[44] E.T. Woldegiorgis, P. Jonck, and A. Goujon, “Regional higher education
reform initiatives in Africa: A comparative analysis with the Bologna
Process,” International Journal of Higher Education, vol. 4, no. 1, pp.
241-253, 2015.
[45] M. Mogalakwe, “The use of documentary research methods in Social
Research,” African Sociological Review, vol. 10, no. 1, pp. 221-230,
2006.
[46] L. Prior, “Using documents in Social Research,” London: Sage
Publications, 2003.
[47] C. Wagner, B. Kawulich, and M. Garner, “Doing social research: a
global context,” Berkshire, UK: McGraw-Hill Higher Education, 2012.
[48] V. Braun, and V. Clarke, “Using thematic analysis in Psychology,”
Qualitative Research in Psychology, vol. 3, pp. 77-101, 2006.
[49] J.A. Pearce, and R.B. Robinson, “Strategic Management. Formulation,
Implementation, and Control (8th international ed.),” New York:
McGraw-Hill, 2003.
[50] M.Q. Nguyen, and P.V. Nguyen, “The impact of external environment,
technology and innovation capacities, and leadership development on
organizational performance in food industry. A qualitative study of food
enterprises in Ho Chi Minh City, Vietnam,” International Journal of
Business, Humanities and Technology, vol. 3, no. 4, pp. 49-60, 2013.
[51] M.S. Poole, “Organizational innovation: Studies of program change in
community agencies. In Kaplan (ed.), pp. 1-13. New York: Springer,
2003.
[52] J. Ferguson, P. Ronayne, and M. Rybacki, “Public Sector Leadership
Challenges Are They Different and Does It Matter?” White Paper.
Centre of Creative Leadership, 2014.
[53] G.T. Lumpkin, and G.G. Dess, “Clarifying the entrepreneurial construct
and linking it to performance,” Academy of Management Review, vol.
21, pp.135-166, 1996.
[54] R. Gill, “Leadership in the public sector – is it different?” Leadership
trust, 2009. Retrieved from: http://leadership.org.uk/wpcontent/
uploads/2014/04/671.pdf. Retrieved on 22 June 2015.
[55] E. Sørensen, and J. Torfing, “Enhancing Social Innovation by
Rethinking Collaboration, Leadership and Public Governance,”
Denmark: Roskilde University, 2013.
[56] J.E. Angolla, and J.B. Van Lille, “Public sector innovation drivers: A
process model,” Journal of Social Science, vol. 34, no. 2, pp. 165-176,
2013.
[57] L. du Bruyn, “The strategy and structure of international business: Ford
2000 (restructuring in a multinational global organisation)”, Journal of
Contemporary Management, vol. 2, 46-56, 2005.
[58] T. Nayager, and J.J. Van Vuuren, “An analysis of an organisational
strategy, structure and culture that supports corporate entrepreneurship
in established organisations,” South African Journal of Economic and
Management Sciences, vol. 8, no. 1, pp. 29-38, 2005.
[59] J.G. Covin, and D.P. Selvin, “A conceptual model of entrepreneurship as
firm behavior,” Entrepreneurship: Theory and Practice, vol. 16, no. 1,
pp. 7-25, 1991.
[60] J.J. Müller, “Self-organising structures: theoretical construct or practical
reality?” Journal of Public Administration, vol. 36, no. 4, pp. 284-295,
2001.
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@article{"International Journal of Business, Human and Social Sciences:72012", author = "Petronella Jonck and Freda van der Walt", title = "Juxtaposing South Africa’s Private Sector and Its Public Service Regarding Innovation Diffusion, to Explore the Obstacles to E-Governance", abstract = "Despite the benefits of innovation diffusion in the
South African public service, implementation thereof seems to be
problematic, particularly with regard to e-governance which would
enhance the quality of service delivery, especially accessibility,
choice, and mode of operation. This paper reports on differences
between the public service and the private sector in terms of
innovation diffusion. Innovation diffusion will be investigated to
explore identified obstacles that are hindering successful
implementation of e-governance. The research inquiry is underpinned
by the diffusion of innovation theory, which is premised on the
assumption that innovation has a distinct channel, time, and mode of
adoption within the organisation. A comparative thematic document
analysis was conducted to investigate organisational differences with
regard to innovation diffusion. A similar approach has been followed
in other countries, where the same conceptual framework has been
used to guide document analysis in studies in both the private and the
public sectors. As per the recommended conceptual framework, three
organisational characteristics were emphasised, namely the external
characteristics of the organisation, the organisational structure, and
the inherent characteristics of the leadership. The results indicated
that the main difference in the external characteristics lies in the
focus and the clientele of the private sector. With regard to
organisational structure, private organisations have veto power,
which is not the case in the public service. Regarding leadership,
similarities were observed in social and environmental responsibility
and employees’ attitudes towards immediate supervision. Differences
identified included risk taking, the adequacy of leadership
development, organisational approaches to motivation and
involvement in decision making, and leadership style. Due to the
organisational differences observed, it is recommended that
differentiated strategies be employed to ensure effective innovation
diffusion, and ultimately e-governance. It is recommended that the
results of this research be used to stimulate discussion on ways to
improve collaboration between the mentioned sectors, to capitalise on
the benefits of each sector.", keywords = "E-governance, ICT, innovation diffusion,
comparative analysis.", volume = "10", number = "1", pages = "249-7", }
