Abstract:

Digitalization offers a variety of advantages: speed, efficiency and agility [1]. Its goal is to speed up workflow processes, to give the employees more time to focus on important work and to provide them with the opportunity to be agile in order to meet new expectations, new requirements and new trends. Besides speed and efficiency, agility is one of the most important goals because it is an answer to the requirements of a volatile, uncertain, complex and ambiguous environment – the so called VUCA world. [2] In the private sector the concept of agility has already proved to be an answer to rapid change and volatility but is it also a concept for Public Administration with its own special requirements of stability and continuity as well? This paper tries to answer this question and to work out the limits of the new concept considering agile methods and agile organizational elements.

References:

[1] HOLSAPPLE, C. W., LI, X., Understanding Organizational Agility: A Work-Design Perspective. 2008, https://apps.dtic.mil/dtic/tr/fulltext/u2/a486893.pdf, 2.2.2019

[2] BENNET, N., LEMOINE, J. G., What a difference a word makes: Understanding threats to performance in a VUCA world. In: Business Horizons, Vo. 57, No. 3, 2014, pp. 311-317. https://doi.org/10.1016/j.bushor.2014.01.001

[3] BECK ET AL., Digitale Transformation der Verwaltung. Bertelsmann 2017. https://www.bertelsmann-stiftung.de/fileadmin/files/Projekte/Smart_Country/DigiTransVerw_2017_final.pdf 02.12.2018

[4] OECD Public Governance Reviews: Achieving Public Sector Agility at Times of Fiscal Consolidation. 2015, p. 30f.

[5] CHRISTOPHER, M., TOWILL, D. R., Developing market specific supply chain strategies. In: International Journal of Logistics Management, Vol. 13, No. 1, 2002 pp. 1-14.

[6] HOLSAPPLE, C. W., LI, X., Understanding Organizational Agility: A Work-Design Perspective. 2008, https://apps.dtic.mil/dtic/tr/fulltext/u2/a486893.pdf, p. 5, 2.2.2019

[7] Ibid p. 6

[8] CLAVER, E., LLOPIS, J., GASCÓM, J. L., MOLINA, H., CONCA, F. J., Public Administration: From Bureaucratic culture to citizen-oriented culture. International Journal of Public Sector Management Vol. 12, Iss. 5, p. 455–464 (1999)

[9] SCHENK, B., GIESBRECHT, T., How to stop digitalization – an e-Government pilot project case study. In: Conference Proceeding cee-eGovDays, Budapest, 2018.

[10] HÄUSLING, A., Agile Organisationen. Transformationen erfolgreich gestalten – Beispiele agiler Pioniere. 2018, p. 48ff.

[11] ANDERS, N., Agile Organisationsformen und agiles Arbeiten – Möglichkeiten und Grenzen der Übertragbarkeit für die öffentliche Verwaltung. 2019

[12] Ibid. p. 20.

[13] KOTTER, J. P., RATHGEBER, H., Das Erdmännchen-Prinzip. Aus Krisen als Gewinner hervorgehen. Unter Mitarbeit von Bernhard Jendricke. 2017, p. 143.

[14] KOCH, R., CONRAD P., LORING, W.H., New Public Services. Gabler, 2011, p. 1-9.

[15] ANDERS, N., Agile Organisationsformen und agiles Arbeiten – Möglichkeiten und Grenzen der Übertragbarkeit für die öffentliche Verwaltung. 2019

[16] Ibid.

[17] Ibid.

[18] HILL, H., Agiles Verwaltungshandeln im Rechtsstaat. In: Die öffentliche Verwaltung. Vol. 13 No. 71, 2018, p. 497-504.