Technological development and challenges in strategizing organizational change

Purpose – This paper aims to examine the role of information technology (IT) as part of an “electronic government” (EG) initiative in the Sabah State Public Administration, and explores its influences on organizational strategy, structure, leadership, and performance after ten years of implementation. Design/methodology/approach – Qualitative methodology was utilized involving in‐depth interviewing with 18 subjects. Three subgroups constituted the sample, including department heads, senior officers, and IT officers. An interview protocol was developed and refined through a pilot study. Triangulation of data involving unobtrusive observation and archival records was employed. Content analysis was performed. Findings – The strategic direction of the organization has taken on a much broader dimension with long‐term consideration. Social structures have been created and power relations distributed where the conventional view of leadership has been redefined with IT being used as a buffer between authority and compliance. “EG” has led to positive intangible outcomes although people's resistance to change is still a fundamental concern. Research limitations/implications – “EG” has led to a proliferation of how information is to be used, disseminated, and retained. A socio‐cognitive perspective of change processes will yield useful insights into the interrelation between unlearning and relearning. Arguably, entrenched behavior is one of the greatest deterrents to change. Practical implications – Understanding the behavioral and motivational aspects of individuals in change processes will help organizational leaders to consider practices and policies that facilitate change as a consequence of disruption to routines and comfort zones. A key management decision is the role of distributed power and authority that create a renewed sense of empowerment on employees. Originality/value – The focus of the paper is not entirely on IT; it brings to light a paradigm deemed critical for cross‐boundary exposure and competition in a developing country. Especially, in Sabah state where there are rural areas to which the public administration needs to reach out, “EG” becomes as much a vision as a tool.