Programme Structure for 2024/2025
| Curricular Courses | Credits | |
|---|---|---|
| 1st Year | ||
|
Digital Transformation in Public Services
6.0 ECTS
|
Single Cycle | 6.0 |
Digital Transformation in Public Services
By the end of the course unit, students should be able to understand the challenges and opportunities of digital transformation in public administration (OA1). Each student should demonstrate the ability to identify and analyze complex problems in the public sector, considering the ethical, social, and environmental impacts of digital transformations (OA2). They should also justify strategic choices based on success factors and organizational changes (OA3).
Students will be able to assess examples of public administration reforms, identifying cases of success and failure in digital transformation (OA4). In addition, they will apply design thinking methodologies and teamwork to develop innovative and actionable solutions for real challenges (OA5).
The methodologies include lectures, self-study, webinars, workshops, and hackathons, allowing the development of practical projects based on the needs of public services and promoting more efficient, inclusive, and responsive services.
1- Introduction to Digital Transformation in Public Administration
Concept
Digital governance and public organizations.
Public leadership in digital environments.
2- Identifying Challenges in the Public Sector
Complex problems and VUCA and BANI contexts.
Impacts of artificial intelligence on democracy and information manipulation.
Ethical, social, and environmental consequences of digital transformations.
3- Success Factors for Digital Transformation
Leadership and organizational mindset change.
Study of practical cases of digital transformation.
4- Public Administration Reforms: Digital Trends
Strategies and methods to improve public sector performance.
Examples of reforms in Portugal and other European countries.
Analysis of success and failure cases in the implementation of digital technologies.
5- Hackathons and Development of Practical Projects
Application of design thinking methodologies to problem-solving.
Presentation and evaluation of projects in a hackathon environment.
"The assessment of the course unit is continuous or by exam and aims to promote the acquisition of theoretical and practical skills, reflecting the students' performance throughout the semester. It follows Iscte's General Regulation for the Assessment of Knowledge and Skills (RGACC), using various assessment tools and prioritizing both individual and group work.
Continuous Assessment:
Group Practical Project (40%)
Students will work in teams to identify a real challenge related to digital transformation in public administration. The group must develop a practical and feasible solution, demonstrating an understanding of the concepts covered in the course. The project assessment includes an oral presentation, the quality of the proposed solution, and the group's collaboration skills. This component focuses on the development of teamwork and the practical application of knowledge.
Individual Written Assignment (60%)
Each student must submit an individual written assignment that develops an innovative digital solution for a specific problem. The assignment should demonstrate the ability to apply theoretical and practical concepts, proposing a concrete solution to a complex problem. This component assesses critical analysis, synthesis, and creativity in solving public sector issues.
Final Exam:
The exam is intended for students who do not pass the continuous assessment. It will consist of a written assignment in which the student must identify a complex problem related to digital transformation in the public sector and propose a viable solution.
Approval Criteria:
The final grade will be the weighted sum of the group project (40%) and the individual assignment (60%). To pass, a minimum score of 10 out of 20 is required for both components combined.
Students who choose the exam or do not pass continuous assessment must achieve a minimum of 10 out of 20 in the exam for approval.
Other Important Aspects:
Participation in classes, visits, webinars, and workshops is encouraged and is relevant to the development of the assignments.
Continuous feedback will be provided throughout the semester, particularly during the development stages of the project and the individual assignment.
Conclusion:
The course unit’s assessment combines group and individual work components, ensuring solid and applied learning. This approach fosters critical thinking, problem-solving, and the creation of innovative solutions for real challenges in the public sector."
Torfing, J., Ferlie, E., Jukić, T., & Ongaro, E. (2021). A theoretical framework for studying the co-creation of innovative solutions and public value. Policy & Politics, 49.
Secchi, L., Caeiro, J. C., Ramos Pinto, R., & Arenilla Sáez, M. (2024). Administrative reforms in Portugal and Spain: From bureaucracy to digital transition. International Review of Administrative Sciences.
Dobrolyubova, Elena. (2021). “Measuring outcomes of digital transformation in public administration: Literature review and possible steps forward.” NISPAcee Journal of Public Administration and Policy 14.1. 61-86.
Alvarenga, A., Matos, F., Godina, R., & CO Matias, J. (2020). Digital transformation and knowledge management in the public sector. Sustainability, 12(14), 5824.
Alnuaimi, B., Singh, S., Ren, S., Budhwar, P., & Vorobyev, D. (2022). Mastering digital transformation: The nexus between leadership, agility, and digital strategy. Journal of Business Research, 145, 636-648.
Zúñiga, H. G. d., Veenstra, A., Vraga, E., & Shah, D. (2010). Digital Democracy: Reimagining Pathways to Political Participation. Journal of Information Technology & Politics, 7(1), 36-51.
Y Charalabidis, LS Flak, GV Pereira. (2022). Scientific Foundations of Digital Governance and Transformation: Concepts, Approaches and Challenges. Suiça: Springer International Publishing.
https://doi.org/https://doi.org/10.1016/j.giq.2022.101779
Wouters, S., Janssen, M., Lember, V., & Crompvoets, J. (2023). Strategies to advance the dream of integrated digital public service delivery in inter-organizational collaboration networks. Government Information Quarterly, 40(1), 101779.
Wandaogo, Abdoul‐Akim. “Does digitalization improve government effectiveness? Evidence from developing and developed countries.” Applied Economics 54.33 (2022): 3840-3860.
Vries, Hanna, Victor Bekkers, and Lars Tummers. “Innovation in the public sector: A systematic review and future research agenda.” Public Administration 94.1 (2016): 146-166.
Scupola, A., & Mergel, I. (2022). Co-production in digital transformation of public administration and public value creation: The case of Denmark. Government Information Quarterly, 39(1), 101650. https://doi.org/https://doi.org/10.1016/j.giq.2021.101650
Revest, Valerie &Liotard, Isabelle (2023) Digital Transformation and Public Policies. Wiley-ISTE. ISBN: 978-1-394-22629 208pp https://doi.org/10.1332/030557321X16108172803520
OECD. (2023). Digital Government Review of Romania. https://doi.org/doi:https://doi.org/10.1787/68361e0d-en
OECD. (2022). Digital Government Review of Luxembourg. https://doi.org/doi:https://doi.org/10.1787/b623803d-en
OECD. (2021). The E-Leaders Handbook on the Governance of Digital Government. https://doi.org/doi:https://doi.org/10.1787/ac7f2531-en
OECD. (2021). Digital Government Review of Slovenia. https://doi.org/doi:https://doi.org/10.1787/954b0e74-en
OECD. (2018). Promoting the Digital Transformation of African Portuguese-Speaking Countries and Timor-Leste. https://doi.org/doi:https://doi.org/10.1787/9789264307131-en
OECD. (2018). Digital Government Review of Brazil. https://doi.org/doi:https://doi.org/10.1787/9789264307636-en
Moser-Plautz, B., & Schmidthuber, L. (2023). Digital government transformation as an organizational response to the COVID-19 pandemic. Government Information Quarterly, 40(3), 101815. https://doi.org/https://doi.org/10.1016/j.giq.2023.101815
Mergel, I., Edelmann, N., & Haug, N. (2019). Defining digital transformation: Results from expert interviews. Government Information Quarterly, 36(4), 101385. https://doi.org/https://doi.org/10.1016/j.giq.2019.06.002
Luna, D. E., Picazo-Vela, S., Buyannemekh, B., & Luna-Reyes, L. F. (2024). Creating public value through digital service delivery from a citizen's perspective. Government Information Quarterly, 41(2), 101928. https://doi.org/https://doi.org/10.1016/j.giq.2024.101928
Nunes, L. (2023). A inteligência artificial como ferramenta de apoio à decisão. F. Camacho (Eds.). 88 Vozes sobre inteligência artificial: O que fica para a máquina e o que fica para o homem? (pp. 420-424). Oficina do Livro. http://hdl.handle.net/10071/31635
Nunes, L., Cardoso, E., de Almeida, A., Ribeiro, R., Guimarães, F., Mamede, R. P., & Ferreira, J. (2023). Inteligência artificial para a administração pública como experiência pedagógica. In J. Alexandre, A. Almeida, A. Espírito-Santo, A. L. Martins, C. Aguiar, & N. Simões (Eds.). Exemplos de práticas pedagógicas e estratégias de inovação pedagógica no Iscte (pp. 52-63). Iscte - Instituto Universitário de Lisboa. http://hdl.handle.net/10071/31629
Larsson, A., & Teigland, R. (2019). Digital transformation and public services: Societal impacts in Sweden and beyond (p. 378). Taylor & Francis.
Irani, Z., Abril, R. M., Weerakkody, V., Omar, A., & Sivarajah, U. (2023). The impact of legacy systems on digital transformation in European public administration: Lesson learned from a multi case analysis. Government Information Quarterly, 40(1), 101784. https://doi.org/https://doi.org/10.1016/j.giq.2022.101784
Datta, P., Walker, L., & Amarilli, F. (2020). Digital transformation: Learning from Italy’s public administration. Journal of Information Technology Teaching Cases, 10(2), 54-71.
Cem Dener & Hubert Nii-Aponsah & Love E. Ghunney & Kimberly D. Johns, 2021. "GovTech Maturity Index [Índice de Madurez del GovTech]," World Bank Publications - Books, The World Bank Group, number 36233.