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Over the past three decades, information technology has slowly but consistently permeated government organizations and institutions at all levels. This has largely been the result of an inevitable process of converting information from analog to digital forms. The lifeblood of government is information and the digital revolution has allowed government organizations to more effectively and efficiently store, analyze and retrieve information. E-government, a catch-all phrase for use of the Internet by government to deliver services, collect data and enhance democratic processes, has become the technological innovation du jour. Although there are several important uses associated with e-government such as direct delivery of services to citizens, it is, at its core, simply another information technologybeing adapted to governmental use. In that regard, many of the earlier, more general lessons of both technological and organizational change may apply to it. Yet, as has been true for each previous wave of new information technology, proponents of e-government claim it provides the mechanism to radically redesign governmental organizations. Unfortunately, this sounds all too familiar. Almost 20 years ago a similar debate arose around public-management information systems, pitting proponents of new information technology against those who suggested that existing organizational and political relationships would dramatically influence any use of new technology.

Stuart Bretschneider. Information Technology, E-government, and

Institutional Change. In: Public Administration Review, December, 2003, vol 63, n.º 6, p.738 (adapted).

It can be concluded from the text that.

information is an indispensable and vital part of government.