E-governments have become an increasingly integral part of the virtual economic landscape. However, e-government systems have been plagued by an unsatisfactory, or even a decreasing, level of trust among citizen users. The political exclusivity and longstanding bureaucracy of governmental institutions have amplified the level of difficulty in gaining citizens' acceptance of e-government systems. Through the synthesis of trust-building processes with trust relational forms, we construct a multidimensional, integrated analytical framework to guide our investigation of how e-government systems can be structured to restore trust in citizen-government relationships. Specifically, the analytical framework identifies trust-building strategies (calculative-based, prediction-based, intentionality-based, capability-based, and transference-based trust) to be enacted for restoring public trust via e-government systems. Applying the analytical framework to the case of Singapore's Electronic Tax-Filing (E-Filing) system, we advance an e-government developmental model that yields both developmental prescriptions and technological specifications for the realization of these trust-building strategies. Further, we highlight the impact of sociopolitical climates on the speed of e-government maturity.
Two important gaps exist in the information systems (IS) alignment research. First, there is scant research on the potential of organizational culture, and specifically subcultures to influence the strategic alignment of IS and organizations. Second, there is a dearth of literature that considers the relationship between alignment and implementation success. In this paper, we address both of these gaps by considering the influence of organizational subcultures on the alignment of a specific IS—a knowledge management system (KMS)—with organizational strategy. Our analysis demonstrates the important roles played by three different subcultures—enhancing, countercultural, and chameleon—in the alignment of the KMS. The analysis also underscores the complementary nature of the alignment and implementation literatures and suggests that they should be used in concert to explain the success of an IS. Drawing on our analysis, we build a subculture model, which depicts the intersection of alignment and implementation. From a managerial perspective, the subculture model highlights three different approaches to managing alignment and implementation. From a theoretical perspective, our paper highlights the need for IS alignment models to be modified, so that subunit-level analyses are incorporated. It also illustrates that organizations confront challenges of alignment and implementation simultaneously rather than sequentially.