—This paper tests whether there are any significant differences between the level of eService development in the councils and its impact on the organisation across the organisational, individual, and eService utilisation factors. A questionnaire survey among four city council employees in Melbourne, Australia has been conducted. The final result of MANOVA analyses are interpreted in light of Lewin’s (1951) model. The findings show that higher role clarity, better job impact, and more positive attitude are found in the embryonic group of city councils that experiences comparatively lower developments in eServices. Furthermore, compared to councils where little change is occurring, the developing group of city councils report less available support. The embryonic group of city council experiences continuity and that is why employees feel more comfortable and familiar with their website.
—EGovernment, Change management, Australia, public sector.
C. Hossan is with the College of Business Administration, Abu Dhabi University, UAE (e-mail: email@example.com).
N. McNeil is with the Department of Management, La Trobe University, Australia (e-mail: firstname.lastname@example.org).
T. Sharif is with the Business Administration Department, Alhosn University, UAE (e-mail: email@example.com).
Cite:Chowdhury Hossan, Nicola McNeil, and Taimur Sharif, "Group Response to Change for eService Development in Public Sector," Journal of Economics, Business and Management vol. 1, no. 4, pp. 319-323, 2013.