Change management strategies in Jordanian electronic transformation: a senior management perspective at Greater Amman Municipality

Abstract

E-government is a critical strategic initiative that governments worldwide are rapidly adopting to enhance public service delivery. The successful implementation of e-services depends on the engagement of citizens and the private sector in digital transformation efforts. The Jordanian government, particularly the Greater Amman Municipality (GAM), is committed to advancing e-government; however, change management among senior public officials remains a significant challenge. This study evaluates change management strategies and leadership practices in GAM’s e-government services, assessing their effectiveness in addressing transformation challenges. A qualitative research approach was employed, utilizing secondary sources (published reports, prior studies) and primary sources (interviews with GAM senior management). The findings reveal both strengths and obstacles in GAM’s e-transformation efforts. While mayoral support facilitated progress, a lack of clear sustainability and accountability measures remains a challenge. To address these gaps, the study proposes a conceptual framework for effective change management, highlighting the critical role of leadership, internal and external barriers, and sustainability concerns in e-government projects. This framework serves as a strategic guide for policymakers and organizations, contributing to improved digital governance and facilitating smoother public sector transitions to e-government. Keywords: E-government, digital transformation, change management, leadership, public sector innovation.