Digital transformation of public administration and public value production

Sabrina Bonomi^*
*Correspondence: Sabrina Bonomi, Department of Law, Degli Studi e-Campus University, Via Isimbardi, Novedrate, Italy, Email:

Received: 12-May-2022, Manuscript No. AJPS-22-63617; Editor assigned: 16-May-2022, Pre QC No. AJPS-22-63617 (PQ); Reviewed: 01-Jun-2022, QC No. AJPS-22-63617; Revised: 08-Jun-2022, Manuscript No. AJPS-22-63617 (R); Published: 16-Jun-2022

Description

Governments are investing in the digital transformation of citizen-facing services as well as internal administrative operations. To improve service quality and produce public value, they use co-production methodologies and involve many sorts of stakeholders in these transformational processes. How these co-production methodologies are used in the development and execution of digital strategies, as well as four different categories of public value citizen, economic, administrative, and social public value. With the objective of digitally transforming their operations, government agencies are moving away from digitizing single administrative forms and toward revamping whole procedures and services. Some governmental administrations are moving quicker along this continuum, while others are lagging behind in their implementation efforts. This might be due to a lack of a national digital strategy, uncoordinated initiatives across government levels, a lack of money, or misguided public management reform attempts. Coproduction and public service design have become a new norm, and governments are involving many sorts of stakeholders in the various stages of digital public service design. In general, the implementation of “citizens’ expectations” in public sector digital transformation efforts can be labeled as “public value.” The types of value include citizen value through improved interactions. In addition, recent literature emphasizes the important role of co-production in public sector digital transformation efforts. “that are higher appreciated by modern society and hence assist public administration in producing public value more efficiently” There are few empirical studies that untangle how public value is produced in digital transformation initiatives, The establishment of a collaborative network among a collection of municipalities that has agreed to share its welfare services, which is one of the most pressing difficulties facing public administrations, due to the increase in people’s demands and the decline in available resources and then explores network development as a process of organizational change from a knowledge standpoint, identifying the key organizational determinants. The importance of collaborative networks in enhancing country-level sustainability, both in terms of digital infrastructure and collaborative culture. It studies how different combinations of cultural elements promoting cooperation and digital infrastructure contribute to sustainability performance using three separate country-level databases. The inter-organizational ties in Publicly Funded Innovation Networks (PFINs) have an impact on the alignment between network administration and participant organizations. Three inter-organizational connection patterns:

• Functional compatibility between project partners’ selforganized relationships and network administration’s relationship needs.

• Problematic inconsistencies between project partners’ self-organized relationships and network administration’s relationship criteria.

• Anarchic self-organized relationships amongst project partners with no direction or leadership.

Each of these inter-organizational connection types has a different impact on key performance indicators. The study of functional connection sub-circles inside projects with dysfunctional relationships in order to avoid network administration needs that are out of sync. A conceptual framework describing the immediate and long-term consequences of these three connection patterns on PFIN performance. The changing needs of citizens and businesses to interact digitally with public administrations, different stakeholders in the co-production of public services, and conceptualize co-production as the involvement of citizens and other actors external to the public administration in the design, production, and provision of public services have increased the importance of digital transformation of the public sector. The phenomena under examination are the collaborative development of digital transformation initiatives at various levels of government. Furthermore, to comprehend the organizational co-production of digital transformation. As the fundamental goal of a link between governmental initiatives for digital transformation of public services and the value provided by their execution at the public administration level, this is crucial and necessary. The recent COVID-19 epidemic triggered a worldwide economic downturn and increased natural resource uncertainties. This uncertainty is also connected to the demand for and availability of natural resources such as oil and natural gas, which are important factors in industrial and economic operations. Reduced natural resource demand significantly reduces such activities that have a negative impact on economic performance. This draws policymakers’ and governors’ attention to the problem, allowing them to effectively address it. Many events have occurred throughout the world, causing changes in economic performance and natural resource instability. Apart from prior crises like as the Gulf War, oil price increases, and the global financial crisis, the present threat of the COVID-19 epidemic is no less serious. The globe has recently seen two major shocks: first, the COVID-19 pandemic epidemic and second, the decline in natural resource oil prices. These two shocks have triggered a worldwide economic recession, resulting in a fall in industrial and production activity and a slowing of the economy. Natural resources and their pricing are in doubt due to the slowdown in economic and industrial activity. Regional development discrepancies are mostly caused by inequalities in institutional or governmental management. The “output effect,” in which activities result in a tangible outcome, and the “institutional effect,” in which actions have an indirect or direct impact on institutions, are the two primary consequences of natural resource development. Natural resources were not previously seen to be critical to economic development, but they have now become a concern in an area or country. In this regard, the impact of public administration quality on global economic performance should be considered, as it has the ability to govern natural resources and limit volatility through effective measures and policies.