{'fraction_non_alphanumeric': 0.014684287812041116, 'fraction_numerical': 0.0, 'mean_word_length': 6.288770053475936, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Organizational Change Contributions to E-Government Project Transitions

Leaders recognize that successful transitions to e-government projects are important factors in organizational effectiveness. And yet for many public organizations, such initiatives have produced cost overruns and schedule delays, and some have ended in failure. Practitioners and researchers alike have recognized that technology transitions are not just about the technology and have placed increased emphasis on planning and organizational factors as keys to success. Utilizing contributions from the disciplines of business administration, public administration, psychology, and communication studies, this chapter explores the planning, process, and people aspects of technology transitions in an integrated way. Organizational change theories are directly related to traditional concepts of project management; process views of organizational change are related to planning views of project management. A framework focused on the people aspect of technology transitions provides insights for researchers and practitioners on addressing resistance to change through the use of specific communication protocols. In addition, the framework addresses the development of successful follower profiles within technology transitions. Additional research is sought to validate this framework.