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affordable internet access would bridge the gap between those with access to digital resources and those without (Mhlanga et al. 2021).
These authors also state that national digital strategies can safeguard human rights by implementing policies that protect privacy, freedom of expression, and data security in the digital realm. They can establish frameworks to prevent the misuse of technology, such as surveillance, data breaches, and cyber harassment. Promoting ethical standards and regulations would ensure that technological advancements do not infringe upon individuals’ rights but empower citizens and enhance their participation in a democratic society (Mhlanga et al. 2021).
Mhlanga et al. (2021) further claim that rapid developments have significantly influenced the past three decades of information and communication technology (ICT). The advent of the internet, alongside new hardware devices and software applications, has dramatically changed processes and lifestyles for citizens and organisations. Additionally, the emergence of technologies such as AI, cloud computing, and big data (large-scale data analysis) has created new societal demands on governments while offering new opportunities to meet these expectations more efficiently.
Digitalisation in public administration is crucial because everyone, at some point, needs to interact with public services. Addressing digital capacity deficits among public servants and political leaders is essential, although they need not be digital technology experts. International and local research institutes have explored the necessity and possibility of digitally transforming public administration. Dunleavy, Margetts, Bastow and Tinkòer (2009) emphasise that “a range of connected and information technology- centred changes will be critical for the current and next wave of change”, leading public administration to shift towards digital-era governance.
National digital strategies should prioritise developing and procuring domestic technologies and software to empower countries and enhance their digital sovereignty. However, a challenge arises in middle- and low-income countries, where the digital brain drain – loss of skilled tech professionals to more developed regions – remains a significant concern. To address this, Dunleavy et al. (2009) argue for the need to support and accelerate the deployment of end-to-end technologies, which are comprehensive solutions covering all aspects of digital processes, from development to final implementation. By ensuring seamless integration and efficient operation across all stages, these technologies can drive structural changes in the economy, foster the creation of new industries and businesses, and advance the production and services within the ICT sector. By focusing
on developing local technologies and retaining skilled professionals, national strategies can more effectively build robust digital economies.
Innovation transformation
Innovation transformation in public services involves navigating a complex landscape of enablers and barriers to adopting new technologies and methods. The literature identifies “supportive, flexible management”, “trust in the project team”, and “agile approaches” as three significant enablers of knowledge sharing at the organisational level; however, technological barriers often hinder this process (Lutwana, Dlulane, Pillay, Hassan and Grobbelaar: 2024). Attewell (1992) and Ardichvili (2008) highlight poor technological knowledge and resistance to technology adoption as key obstacles that prevent effective knowledge sharing within the public sector.
Kallio, Lappalainen and Tammela (2013) delve into innovation in public services by examining two interlinked dimensions: the target and the radicalness of the innovation. They develop co-innovation models from a user-driven perspective, focusing on two distinct processes: planning-oriented and rapid experimenting. In the planning-oriented process, a collaborative environment is fostered, where learning occurs with the users, emphasising mutual dialogue and respect for each other’s competencies and experiences.
This approach necessitates a learning process in which users and service providers engage, leading to better understanding and innovation. Conversely, the rapid experimenting process empowers users by allowing the city to learn directly from their novel ways of innovating and delivering services. This approach involves active engagement with users adopting innovative practices into service production and delivery (Kallio et al. 2013). These co-innovation processes underscore the transformative potential of innovation in public services, demonstrating how mutual respect, collaboration, and continuous learning can serve as powerful enablers. At the same time, they highlight the need to address barriers such as technological resistance and knowledge gaps to realise the potential of innovation fully.
To provide an understanding of these dynamics, Figure 1 illustrates the enablers of and barriers to innovation in public services as indicated by the literature. The figure summarises how supportive management, trust, agile approaches, and user-driven co-innovation processes are enablers, while poor technological knowledge and resistance serve as barriers. Furthermore, the figure illustrates the enablers and barriers to public innovation across three main categories: individual, organisational, and technological.
30 | Proceedings of the conference on Public innovation, develoPment and sustainability