E-Sri Lanka as a Deliberate and Emergent Strategy Process

Nagy K. Hanna ()

Chapter Chapter 5 in Seeking Transformation Through Information Technology, 2011, pp 189-227 from Springer

Abstract: Abstract This case study demonstrates that much of the success (or failure) of e-development programs can depend on continuous adaptation and learning during implementation, that is, on integrating deliberate and emergent strategies. It starts with analyzing the deliberate e-development strategy taken and the factors that shaped that design. It points out that this deliberate e-development strategy was not perfectly designed upfront, or guaranteed successful implementation. The design phase had to take account of political conditions, unknowns and uncertainties. The outcomes were expected to depend on many contextual factors that are beyond the control of the designers. Most critically, the outcomes were expected to depend on untested local capacity to adapt and learn during implementation so as to enable emergent strategies to reshape the original and deliberate strategy. Accordingly, strategy formulation assigned much attention to institution building and local capacity to learn, adapt, and innovate.

Keywords: Program Preparation; Development Assistance; Chief Information Officer; Emergent Strategy; National Development Strategy (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:spr:innchp:978-1-4614-0353-1_5

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DOI: 10.1007/978-1-4614-0353-1_5

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