Alignment 2.0: Strategic use of new internet technologies in government

Abstract

This paper challenges the view that strategies for using Web 2.0 should primarily be based upon technological characteristics. The value of the organizational strategic alignment approach for developing specific operational Web 2.0 strategies for government organizations is explored both theoretically and empirically. On the basis of a review of the literature we conclude that there are no a priori reasons why the idea of a fit between IT strategy and business strategic orientation cannot be applied to the development of operational Web 2.0 strategies for government organizations. The empirical exploration based on intervention research at the Dutch Department of Education results in the identification of five configurations: organizational transparency, organizational interactions, policy sector transparency, policy sector interactions and process and policy innovation. These configurations are logically consistent with the strategic orientations of the three directorates of the Department of Education. This overview does not pretend to be exhaustive but validates the idea that an alignment approach leads to differences in operational strategies. The configuration approach provides organizations with useful a starting point for developing their Web 2.0 strategies.

Introduction

The potential of Web 2.0 for transforming government has been highlighted by various authors (Crovitz, 2008, May 12, Eggers, 2005) and Obama's presidential election has given these ideas a boost (Green, 2009). However, these ideas seem to suggest a one-size-fits-all approach. Differences between government organizations are ignored and the authors seem to suggest that these differences are irrelevant. Web 2.0 leads the way for all organizations and this technology, they suggest, leads to similar transformations in all organizations. This failure to acknowledge the specific demands of government organizations accounts for many failures in the deployment of new technologies in government (Meijer, Boersma & Wagenaar, 2009).

This paper challenges the view that strategies for using new technologies should primarily be based upon technological characteristics. Gurus highlight the potential of Web 2.0 technologies and imply that these technologies can bring improvements to a wide variety of (governance) practices (Tapscott & Williams, 2006). We emphasize that technological characteristics have an innovative potential but strategic innovation can only be achieved when these characteristics are connected with organizational strategic orientations (Chan et al., 1997, King, 1978). General strategies often prove to have little value for organizations (Mintzberg, Ahlstrand & Lampel, 1998). Instead of general patterns of use, specific configurations should guide organizations in the development of web 2.0 strategies. We will argue, both theoretically and empirically, that combinations of organizational strategic orientations and Web 2.0 technology deployment can be categorized in the form of configurations.

This paper aims to bridge the gap between broad visions of Government 2.0 and the specific needs and demands of government organizations. The research focuses on the strategic potential of Web 2.0 for specific government organizations. We will explore whether the organizational strategic alignment approach is useful for developing specific operational Web 2.0 strategies for government organizations (Chan et al., 1997). The explorative research aims to identify different consistent patterns of organizational strategic orientations and Web 2.0 strategies. The question guiding the research is: do government organizations align their operational Web 2.0 strategies with their organizational strategic orientations and is it possible to identify patterns in this alignment? An identification of patterns of organizational strategies is useful for government organizations that are developing these strategies since these patterns can guide organizations to a more fitting strategy than the dominant one-size-fits-all strategy that is propagated by gurus.

Web 2.0 technologies offer opportunities to all of the three different organizations that are central in our research. Each organization has its own strategic orientations. Does this make any difference in the way these organizations think about using the opportunities offered by Web 2.0? And if so, then how does it make a difference? In other words: what role do the specific objectives of each of these organizations play in thinking about making use of these opportunities? And in what way does this show? Can patterns be identified in the way organizations relate their organizational strategic orientations to their Web 2.0 strategies?

We aim to expand our knowledge about the relation between organizational strategic orientations and the innovative potential of Web 2.0 technologies. The empirical research consists of workshops with civil servants. The strategic value of Web 2.0 for government is explored through a series of three workshops at different directorates of the Dutch Department of Education. Civil servants were asked to consider opportunities offered by Web 2.0 for attaining the objectives of their directorates. The outputs of these workshops were analyzed to find strategic directions for using Web 2.0 for governance that follow organizational objectives. This research leads to specific insights in the value of a targeted approach to developing a Web 2.0 strategy for government organizations.