E-Government Between Developed and Developing Countries


  • Sahem Nawafleh University of Petra
  • Ruba Obiedat University of Jordan
  • Osama Harfoushi University of Jordan




E-government, Successes Factors, Developed Countries, Developing Countries


E-government aims to offer services the countrys' communities both in public or private sectors by using the ICT tools to reduce the cost and times by eradication of manifestations of routines and bureaucracy. All countries around the world are seeking to implement and diffuse e-government services, especially the developing countries, and to do that they have to overcome a range of factors that prevent the effective implementation of e-government in the countries. This paper discusses and analyzes E-government topics and revolves around the most important factors behind the success of this program, and tries to analyze and study the E-government program in Finland as a developed country, and Saudi Arabia as a developing one. It aims to find out the most important strategies that have been used to overcome the challenges; these factors & strategies, including such as infrastructure, technical, social, political and cultural in order to study some of these factors in each of them and try to make a comparison between to contribute to the success of the program in other developing countries, as well as to beneficial from developed country's experiences in this field. The reason behind selecting Finland and Saudi Arabia is the qualitative leap made by both of them, especially Saudi Arabia as a developing country and their success in the program with a record time.

Author Biographies

Sahem Nawafleh, University of Petra

Department of Management Information System

Ruba Obiedat, University of Jordan

Department of Business Information System

Osama Harfoushi, University of Jordan

Department of Business Information System




How to Cite

Nawafleh, S., Obiedat, R., & Harfoushi, O. (2012). E-Government Between Developed and Developing Countries. International Journal of Advanced Corporate Learning (iJAC), 5(1), pp. 8–13. https://doi.org/10.3991/ijac.v5i1.1887