{'fraction_non_alphanumeric': 0.01749271137026239, 'fraction_numerical': 0.0, 'mean_word_length': 5.866666666666666, '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}}
The Growing use of Competitive Negotiations to Increase Managerial Capability: The Acquisition of e-Government Services

E-government services have become increasingly common and more sophisticated among governments in the United States. These services are often purchased from private vendors, as public managers seek to be innovative and entrepreneurial. A record of cost overruns and failures, however, suggests that public managers may not always have the appropriate capability to successfully deploy e-government services. One means of increasing this capability is through acquisition processes known as competitive negotiations. Through negotiating with private vendors before and after contract award, public managers can obtain needed expertise in areas of system requirements, design, and implementation. Two case studies involving the use of the state of Florida's invitation to negotiate purchasing process are discussed to illustrate how managerial capability can be increased when purchasing e-government services.