The State
Razieh Mehrabi Koushki; Mohammadreza Hamidi
Abstract
Problem Statement & BackgroundWith the advent of the digital era and the rapid advancement of ICT technologies such as cloud computing, artificial intelligence, blockchain, and IoT, the foundational structures and governance mechanisms of governments are undergoing profound transformation. This change, ...
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Problem Statement & BackgroundWith the advent of the digital era and the rapid advancement of ICT technologies such as cloud computing, artificial intelligence, blockchain, and IoT, the foundational structures and governance mechanisms of governments are undergoing profound transformation. This change, often encapsulated under the term "digital transformation of government," encompasses shifts not just in technology but also in institutional behavior, public service delivery, legal frameworks, and citizen expectations. The global move from e-government to more integrated models like agile government, transformational government, and open governance illustrates the growing complexity of digital-era governance.Iran, like many other developing countries, faces multifaceted challenges in adapting to these paradigms. Issues such as political resistance, fragmented data governance, outdated legal frameworks, insufficient financial and technical resources, and a lack of coordinated planning hinder effective transformation. The central question this research addresses is: What are the systemic issues hindering digital government transformation in Iran, and how can these challenges be identified and addressed through structured methodologies?Research ObjectiveThe primary aim of the study is to investigate and articulate the system of problems ("Nizam-e-Masael") surrounding the digital transformation of government in Iran. Using a structured interpretive methodology—Soft Systems Methodology (SSM)—the research seeks to:Identify key conceptual and operational barriers to digital transformation.Capture perspectives of key stakeholders and experts within Iran’s digital ecosystem.Develop conceptual models that reflect stakeholder understandings and identify actionable changes.Suggest institutional, legal, managerial, and technological reforms necessary to achieve transformative digital governance. MethodologyThis study employs Soft Systems Methodology (SSM), a qualitative, interpretive method developed by Peter Checkland, suitable for analyzing complex, ill-structured, human-centered problems where multiple stakeholders and perspectives exist.Key steps included:- Unstructured Problem Exploration – through semi-structured interviews with 11 national experts from government, academia, private sector, and civil society.- Stakeholder Identification – mapping all key actors, including executive bodies (ministries, councils), judiciary, parliament, private tech sector, and citizens.- Root Definitions using CATWOE – structured definitions of the situation from multiple perspectives using the CATWOE tool (Customers, Actors, Transformation process, Worldview, Owners, Environmental constraints).- Conceptual Model Building – building models to represent ideal systems based on each major stakeholder’s worldview.- Real-World Comparison – comparing models with current practices to identify gaps.- Feasible and Desirable Changes – suggesting policy and structural changes.FindingsThe study identifies that Iran’s digital transformation is constrained by challenges across four domains:Political Challenges:Resistance to structural change due to fear of transparency and loss of control.Political factionalism causing instrumental use or obstruction of large-scale digital projects.Data silos and institutional security-centric data ownership models obstructing integration.Economic Challenges:Severe underfunding and lack of financial prioritization due to broader fiscal crises.Lack of digital infrastructure, such as cloud platforms and broadband access.No coherent roadmap or leadership for multi-sectoral funding and execution.Social Challenges:Concerns about the societal effects of digital technologies (e.g., on family, youth).Mixed perceptions of ICT’s impact, with some blaming digitalization for rising divorce or unemployment, while others cite benefits like transparency and remote work.Legal and Regulatory Challenges:Outdated laws incompatible with emerging technologies (e.g., AI, Metaverse).Lack of enabling legislation for cross-agency digital integration.No prioritization of digital transformation in high-level legislative or strategic documents.SSM-Based Stakeholder Findings:Executive Branch: Lacks coherent leadership and budget alignment. Coordination across ministries is absent or fragmented.Judiciary: Digitization efforts are sporadic and lack systemic support or coordination.Parliament: Limited awareness of digital transformation imperatives. Legislative inertia blocks innovation.Supreme Cyberspace Council: Weak coordination authority; recommendations often lack enforcement power.Conceptual Models: Each of these stakeholder groups had tailored conceptual models reflecting:Key activities (e.g., legislation drafting, budget allocation, program implementation).Ideal vs. actual performance assessments.Interdependencies and feedback loops.Identified Gaps:Lack of central vision: No unified national transformation roadmap exists.Ineffective coordination mechanisms: Overlapping mandates and institutional silos dominate.No performance tracking: There are no KPIs, monitoring tools, or learning systems.________________________________________Conclusion and RecommendationsDigital transformation of government is not a choice but a necessity for countries facing socio-economic, demographic, and political pressures. Iran’s journey from basic e-government toward full digital governance is impeded by structural, political, economic, and cultural barriers. While technologies are available, their adoption is hindered by outdated processes, limited awareness, and fragmented leadership.The study recommends:National Strategy Formulation: Develop and ratify a high-level digital transformation policy endorsed by all three branches of power.Legal Overhaul: Revisit all major legal codes (data privacy, cybersecurity, digital services) with digital transformation in mind.Institutional Reform: Designate a lead digital transformation agency with executive authority.Capacity Building: Train government staff and lawmakers in digital governance principles.Public Participation and Transparency: Establish feedback mechanisms to involve citizens and civil society in shaping digital policies.Performance Measurement: Develop a national digital governance index and integrate it into annual government performance reports.
Faramarz Sahraei
Abstract
IntroductionIn the digital transformation era, where technology and enterprise systems so much at the core of change for the way organizations and governments operate, data quality is considered one of the success factors for e-government. Due to particular dimensions and characteristics associated with ...
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IntroductionIn the digital transformation era, where technology and enterprise systems so much at the core of change for the way organizations and governments operate, data quality is considered one of the success factors for e-government. Due to particular dimensions and characteristics associated with data, data quality is vital for e-government. First, from the aspect of data quality, high-quality data records assist the Government in determining the right kind of service and addressing the needs of the citizens. Furthermore, data quality also plays an important role in government analysis and reporting. With quality data, the governments can carry out relevant and correct analyses and formulate their policies on factual evidence, real needs of the citizens, and information. Therefore, the purpose of this study was to examine the status of data quality in e-government and its impact on data governance.Literature reviewNumerous studies have been conducted in the e-governance models and structure. These studies can be categorized in three groups: studies related to e-governance and data governance, studies of data quality, studies that explain the role of e-governance in data governance. In the first group, Sarfarazi (2009); Nouri et al. (2019); and Zeynali Soume’eh, Pourazat, and Doodangah (2013) analyzed the e-governance models and frameworks. These studies identified factors, categories, concepts, functions and relationships between e-governance and developing new systems. In this regard, Meiyanti et al. (2018) had dealt with the problems inherent in the implementation of e-government in developing countries. They found organizational, managerial, human, and infrastructure challenges as the foremost with regard to e-government development in a given context.The second category is followed by studies that revolve around data quality and its dimensions. Previous research Mollaii and Tahmasebi (2019); Khodizadeh et al. (2020); identified accuracy, validity, timeliness, and completeness as the main dimensions of data quality. These are also stressed in contexts of e-government and data governance. The third category embraces those studies that treat data quality specifically for e-governments. For instance, Bonyadi et al. (2023) designed a data quality management model for data governance by using the meta-synthesis method. They ended up with 12 main categories (including data characteristics, data, data files, data value, primary data value, data models, datasets, data access, data integration, data formatting, metadata, and objectivity) and 47 subcategories relevant to data quality management towards effective data governance.MethodologyThis study was applied in nature and employed a qualitative content analysis method. Using a documentary approach, models of data quality, e-government models, data governance indicators, best practices for improving data quality, and prior research on data quality were reviewed. In the first section, the best practices in this area were studied through credible reference and information databases. Subsequently, upstream documents such as the National Strategic Plan for E-Government Development, the Sixth Development Plan of the Islamic Republic of Iran, the 20-Year Vision Document, the Law on Freedom of Information, the Comprehensive Scientific Map of the Country, the Transformation Plan for a Popular Government, the National Digital Transformation Document, Comprehensive Document of Electronic Government, and Strategic Document of the Comprehensive Information Technology System of the Islamic Republic of Iran were analyzed. Finally, data quality in e-government and its impact on data governance were analyzed, and recommendations were proposed for improving the National Strategic Plan for E-Government Development with a focus on data quality.FindingsThe research revealed that e-government dimensions include: electronic services, intelligent processes, IT infrastructure, open government, services-oriented government, process improvement, legal and regulatory aspects, data analytics, data protection, transparency, efficiency, data liberation, data accessibility, citizen participation, and others. Data quality dimensions differ with every dimension of the government. They have a direct bearing on efficiency, transparency, effectiveness of service, and consequent outputs. In respect of electronic services, data accuracy and integrity are severely considered. On the other hand, the study shows that in data governance, the policymaking process, access management and permissions to data, monitoring and evaluation, data security, integrity management of data, data completeness with regard to data-related policies and regulations, privacy, data ownership, transparency and accountability, stakeholder participation, data ethics and equity, data interoperability, and value creation from data are of paramount importance. In this regard, various dimensions of data quality lay at the very foundation of each of these components of data governance.Analysis of some of the key national policy documents in Iran shows that e-government is indeed considered as a major axis within the macro-level policymaking. They highlight transparency and ease of access to governments, which are part of the Law on Disclosure and Free Access to Information that also emphasizes transparency and better use of data. The quality of data—especially correctness, correctness, accessibility, and timeliness—is important in achieving this goal. It is clear from the dictates of these documents that processes in government such as taxation systems, health services, and civil registrations are all strongly dependent on the integration and standardization of data. Without access to high-quality data, inaccuracy becomes the order of the day in these systems, which are then prone to inconsistencies and errors in processing. It is worth noting that data security, integrity, and reliability are key components in achieving effective governance in e-government. The E-Government Transformation Document emphasizes the creation of intelligent systems, the elimination of redundancy, information accessibility, and the improvement of digital service quality. These goals can only be realized with accurate, up-to-date, and integrated data. In line with this, the Sixth Development Plan points to the development of information infrastructure and the participation of the private sector in electronic services. In this context, data quality not only requires trustworthiness and security but also the establishment of data exchange standards between public and private sector organizations.ConclusionThe findings of this article indicate that various factors influence data quality in Iran’s governmental systems. One major factor affecting data quality is poor policymaking. Governments lacking clear policies for collecting, processing, and updating data often suffer from unstructured, outdated, and duplicate data, resulting in reduced accuracy and quality. A data-driven culture influences the recognition of the importance of accurate and reliable data in decision-making, ultimately enhancing overall data quality. E-government requires accurate and up-to-date data to deliver better services. In this context, the role of citizens must not be overlooked, as a portion of the data is provided directly by them—for example, during registration on government platforms or when submitting online requests. If citizens do not enter their information correctly, the quality of the data deteriorates. Therefore, governments should encourage citizens to provide accurate and complete information. Overall, it could be said that data quality goes beyond technical aspects and also includes managerial, human, and process-related dimensions. This holistic approach is necessary to improve data quality, as poor-quality data can lead to challenges such as flawed decision-making, inefficiency in public services, and diminished public trust. In contrast, high-quality data not only improves e-government services but also enhances government transparency, accountability, and efficiency. Thus, governments must adopt appropriate policies and invest in both technical and human infrastructures to ensure the quality of their data.
Management
Masoumeh Najibi; Mostafa Hadavinejad
Abstract
Introduction
Public trust, defined as people’s belief in the behaviors and actions they expect from the government, is a crucial indicator of the effectiveness and legitimacy of a democratic government. This trust is of particular importance to public affairs managers, who work to enhance it by ...
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Introduction
Public trust, defined as people’s belief in the behaviors and actions they expect from the government, is a crucial indicator of the effectiveness and legitimacy of a democratic government. This trust is of particular importance to public affairs managers, who work to enhance it by using their skills and independence, and by identifying and applying the most effective methods and tools. Low public trust in the government or public organizations reflects public pessimism. Many people believe that governments are not functioning effectively, leading to a lack of trust. Therefore, for governments to provide better service to citizens, they must create an optimal level of public trust. A key area of interest for theorists and researchers is exploring the strategies governments use to reverse the decline in public trust. One proposed solution is e-government readiness, which refers to the ability of an organization, group, or unit to successfully adopt and benefit from information and communication technologies (ICT). It is argued that e-government readiness can enhance public trust by streamlining bureaucratic processes, channeling the citizens’ voice to the government, and making government services to the public more transparent and accessible. In addition, transparency is claimed to be essential for fostering and rebuilding trust in government. Transparency can help prevent mistakes by government officials by encouraging public oversight and dialogue between citizens and policymakers before decisions are made. ICT is often seen as an affordable and appropriate means to promote transparency. As a result, in recent years, e-government initiatives have been implemented with the aim of increasing transparency. This suggests that e-government may enhance public trust in government by increasing transparency. This theoretical conception is the central concern of the present research.
Materials and Methods
The present study used a survey research method to collect the data. A sample of 311 faculty members from public universities in Shiraz was selected. They completed questionnaires based on the variables, whose validity and reliability were tested. To test the hypotheses, the study first relied on confirmatory factor analysis to evaluate the research measurement models. Then, the data was analyzed using structural equation modeling with multiple regression in AMOS Graphics software. Baron and Kenny’s (1986) method was employed to investigate the mediating role of organizational transparency. The process examined the significance of the effects of the independent variables on the dependent variable, the independent variables on the mediator, and the mediator on the dependent variable. Subsequently, the effect of the mediator variable was held constant, and the insignificance of the independent variable’s effect on the dependent variable was measured.
Results and Discussion
At the 99% confidence level, the relationships within the model and the partial mediating role of organizational transparency were confirmed. It was found that e-government readiness positively affects organizational transparency, and both public trust and organizational transparency act as mediators, increasing public trust. Previous research generally indicated that greater access to information and increased transparency through ICT enhance public trust in the government. Although the present study confirmed that e-government readiness has a partial direct effect on public trust through organizational transparency, it also revealed that e-government readiness independently has the capacity to build public trust.
Conclusion
According on the results, managers of public organizations are advised to focus on increasing various forms of organizational transparency, including participatory, informational, accountability, overall, and secretive transparency. Furthermore, since e-government readiness is seen as a key factor in enhancing organizational transparency and public trust, it is suggested that government organizations strengthen their e-government capabilities. To achieve this, it is essential to establish clear strategies, objectives, and action plans related to IT. The goals of the IT sector should be focused on internet-based activities. Additionally, it is important to ensure that those responsible for implementing e-government within the organization have the support and access to senior management. IT should be integrated into all activities and aspects of individual roles within the organization, and efforts should be made to promote it in a way that satisfies stakeholders. The organization’s service delivery process must be transformed through the use of IT. Extensive collaboration with other public organizations is necessary to solve problems, provide services, and performs tasks more effectively through electronic means. Moreover, clear processes should be set up to assess and compare the organization’s e-government strategy with its current implementation status, while continuously monitoring and evaluating e-government activities. It is also essential to develop standard criteria for the use of IT by both employees and clients, and high-quality information should be provided to stakeholders. Appropriate software solutions should be offered to stakeholders, and a high-quality website is a necessity. Adequate security measures must be implemented for the organization’s IT, and high-quality hardware suitable for its IT needs should be used. Hiring skilled and dedicated staff for the organization’s IT unit is crucial, as is involving stakeholders in the design, development, and modification of the organization’s IT systems. Finally, it is essential to ensure the availability of necessary hardware, software, and personnel to support IT operations in the workplace.
Faramarz Sahraei
Abstract
Digital transformation is one of the new areas that is key in almost all innovation and change processes which has been adopted by institutions and organizations due to its positive effects on increasing workflow efficiency and reducing errors, improving performance and quality productivity and, as a ...
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Digital transformation is one of the new areas that is key in almost all innovation and change processes which has been adopted by institutions and organizations due to its positive effects on increasing workflow efficiency and reducing errors, improving performance and quality productivity and, as a result, increasing customer satisfaction, this term has been considered in different fields and sectors. Despite all the advantages of using new technologies, the digitization of various departments of organizations has faced many challenges to governments. On the one hand, the rapid growth of technologies and the management of data generated in new environments have caused changes in many government processes. Data protection and citizens' privacy are among the issues that need to be given more attention in the transformation of the digital government. This article, with an analytical and applied approach, examines the comprehensive electronic government document of the Islamic Republic of Iran from the perspective of indicators and components of the digital government as well as data governance. In the first part, the article explains the need to pay attention to digital transformation and the category of data governance and their impact on government processes. In the following, the main components of data governance are considered in order to apply digital transformation in e-government. In this regard, various dimensions of data governance such as data protection, data processes, laws, standards and related indicators are analyzed. Then, the comprehensive electronic government document of the Islamic Republic of Iran is evaluated from the perspective of the components of the digital government and with an emphasis on data governance. In this regard, components such as the transformation of government services, paying attention to user-oriented and data-oriented approaches, creating a government cloud, greater clarity and transparency of processes and adopting data-related approaches (data quality management, data security and protection management, content management and data warehouses, database process management) are emphasized. In the end, suggestions for improving data governance processes in the country are presented, emphasizing the components of digital government. In general, digital transformation has changed the expectations of governments and led to user-centric and data-centric approaches. Digital transformation does not mean only the digitization of resources and services; rather, transformation should be made in all goals, processes, procedures and structures. Considering the role of transformation and digital transformation in the development of governments, in this article, it is suggested to formulate a comprehensive and integrated data governance strategy based on data governance maturity models. It is necessary to adopt new strategies to protect, manage and develop data as a valuable organizational asset. Reviewing and updating proposed laws, regulations or policies related to electronic transactions, digital signatures and identification and leveraging digital technologies to bring together stakeholders from all levels of government and outside government to deliver better outcomes and develop individual and collective capacities to strengthen the impact of digital government Digital government is another necessity. In general, digital transformation has changed the expectations of governments and led to user-centric and data-centric approaches. Digital transformation does not mean only the digitization of resources and services; rather, transformation should be made in all goals, processes, procedures and structures. Considering the role of transformation and digital transformation in the development of governments, in this article, it is suggested to formulate a comprehensive and integrated data governance strategy based on data governance maturity models. It is necessary to adopt new strategies to protect, manage and develop data as a valuable organizational asset. Reviewing and updating proposed laws, regulations or policies related to electronic transactions, digital signatures and identification and leveraging digital technologies to bring together stakeholders from all levels of government and outside government to deliver better outcomes and develop individual and collective capacities to strengthen the impact of digital government Digital government is another necessity. The use of data governance models requires coherent and strategic planning for the use of digital technologies in all areas and at all administrative levels. Governments must ensure that their risk management capabilities, norms, structures and models are aligned with their digital government strategic vision. It is essential that governments also understand the level of organizational maturity of the public sector in relation to project management methods and approaches and can achieve appropriate levels of maturity in digital government investment. The failure of governments to transition to the new digital environment can have significant consequences, including poor service delivery, inadequate distribution of funds, privacy violations, security breaches, and loss of citizen trust. For this reason, effective digital government strategies must be responsive to public expectations in terms of economic and social value, data openness, innovation, personalized service delivery, and dialogue with business citizens.
Yashar Zaki; Javad Hassanzadeh
Abstract
Different spheres of human life as a result of the emergence and spread of the phenomenon of "Internet" has changed. "E-government" covers all platforms and applications of ICT that services citizens, businesses, other government agencies and civil servants. In this study, we tried by using library resources ...
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Different spheres of human life as a result of the emergence and spread of the phenomenon of "Internet" has changed. "E-government" covers all platforms and applications of ICT that services citizens, businesses, other government agencies and civil servants. In this study, we tried by using library resources in the theory and by using of data of “The United Nations e-Government Survey” first described the concept of cyberspace and e-government and then using statistical tests and SPSS, regions of the world to be compared with each other. The results show that e-government development index in Western Europe and North America and also somewhat in Eastern European countries become more developed than other areas. It should be noted that some countries of Eastern and Western Asia are on the list of top countries in e-government index, but the average is much lower in Asia than in Europe and North America, which represents the digital divide in Asia. Another thing worth mentioning is that the most difference between regions is in the telecommunication infrastructure and online services index and differences in human capital index is lower. For example, although the online services and telecom infrastructure in Iran is relatively poor, but the Human Capital Index is in good condition. Finally, using a questionnaire that was satisfactory reliability and validity, Students and graduates of the geo-political attitude in relation to factors in the development of e-government in the country was measured.
