Unveiling Good Governance through e- Government Practices and Organizational Agility in Ethiopian Ministries

Unveiling Good Governance through e- Government Practices and Organizational Agility in Ethiopian Ministries | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Unveiling Good Governance through e- Government Practices and Organizational Agility in Ethiopian Ministries Mulusew Guangul, Dr. Tesfaye Debela (Associate Professor), Dr. Zerihun Duressa This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-8950068/v1 This work is licensed under a CC BY 4.0 License Status: Under Review Version 1 posted 11 You are reading this latest preprint version Abstract In recent times, public institutions rely on digital technologies; however, their effectiveness in achieving intended outcomes remains uncertain. The study aims to bridge this gap by investigating the nexus between e-Government practices and good governance in Ethiopian ministries, highlighting the mediating role of organizational agility. The data were collected using simple random sampling technique from 389 employees working in Ethiopian ministries. The descriptive statistics and the model fit were done via Jeffery’s amazing statistics program (JASP) while the proposed hypotheses were tested through partial least square structural equation modeling (PLS-SEM). The results confirm that e-Government practices exert a statistically significant positive effect on organizational agility and good governance. In turn, organizational agility significantly influences good governance. Furthermore, organizational agility explains 41.9% of the variance accounted for (VAF) on the direct paths, thereby signifies a complementary partial mediation role. The result underscores organizational agility functions as a vital conduit linking e-Government practices into good governance, underlining its role to the attainment of sustainable development goal 16. The novelty of the study stems from its integrative application of public value and dynamic capabilities theories, which broadens the empirical literature by providing deeper insights into e-government practices and organizational agility as co-evolving drivers of good governance. Moreover, policy makers and practitioners in Ethiopian ministries are expected to consider structural flexibility, mitigate administrative inertia, and proactively integrate emerging technologies to fully leverage the advantages engendered by e-Government practices. e-Government practices organizational agility good governance Ethiopian ministries Figures Figure 1 Figure 2 1. Introduction Building resilient public institutions remains fundamental aspect of sustainable development goal 16 [ 1 ], setting the critical juncture for sound governance [ 2 ]. As hallmarks of recent governing system, public sectors alter their conventional operations while the plea of their constituents become intensified [ 3 ], [ 4 ]; and the trend of govern government actions exhibit willingness to share decision-making power to their parts [ 5 ]. Apparently, public institutions unswerving towards good governance canons definitely reduces their administrative costs, makes decisions open to public scrutiny, and carry out their decent actions responsibly and timely [ 6 ], [ 7 ]. Concisely, good governance implies the process of public sectors governing system towards optimizing the public values [ 8 ], and relies on the qualities of public sector operations in the direction of its constituents [ 9 ]. However, research have shown that Ethiopia’s public institutions are suffering with malfunctioning administrative system [ 10 ]–[ 13 ] particularly, suffering with persistent decline of integrity [ 14 ], absence of accountability [ 15 ], and rampant bribery incidents [ 16 ]. Likewise, corruption in Ethiopia is pandemic, placing 37th out of 180 countries [ 17 ]. Moreover, [ 18 ] revealed that Ethiopian ministries are lagging behind in the quality of service delivery. Nonetheless, extant researches in Ethiopia have been devoted to the factors that determine good governance practices. In this regard; political affiliation, budget deficit and labor inefficiency [ 19 ]; educational status, bureaucracy, corruption, and conflict [ 20 ]; and ethical leadership [ 21 ] are reflected as noticeable factors. This denotes individual attributes, macroeconomic conditions, social characteristics, political concerns, and institutional conditions are of paramount determinants for good governance practices in public institutions of Ethiopia. However, empirical literatures largely overlook the role of information communication technologies in addressing these challenges within Ethiopian ministries. Indeed, findings demonstrated that when public organizations commence to uptake advanced information communication technologies (ICTs), evidently generate superior values through realizing quality services [ 22 ], [ 23 ]. Consequently, institutions embraced e-government practices to share information with the public over the internet; avail government services to citizens; conduct transactions; cultivate work flow interoperability; and actively engage various public actors in government affairs [ 24 ], [ 25 ]. In essence, e-government practices implies the use of ICTs in public institutions to streamline operations and workflows, disseminate information, deliver service, and promote stakeholder participation [ 26 ]. Accordingly, studies revealed that e-government practices restore institutional trust [ 24 ], [ 27 ], upsurge organizational performance [ 28 ], promote good governance [ 29 ], [ 30 ] and increase client satisfaction [ 31 ]. This implies, e-government practices have become the panacea for public sectors to acquire legitimacy, and offer fortune for renovation in public administration. Despite this, extant literatures have been reporting contested findings between e-Government practices and good governance. Some studies have found positive influence [ 30 ], [ 32 ], [ 33 ]; while others have revealed mixed results [ 34 ], [ 35 ]; and even others stated negligible interaction [ 36 ]–[ 38 ]. On top of that, some studies have tested governance structure [ 39 ]; government e-participation [ 40 ]; and employee’s trust [ 41 ] as mediation roles between e-Government and good governance. In essence, little is known about the underling mechanism behind the relationship of e-Government practices and good governance. In today’s dynamic environment, the growing demand of clients for good governance necessitates public institutions to be agile [ 42 ]. In essence, organizational agility indicates public sectors’ ability to sense, seize and reconfigure opportunities and threats to cope with the ever-changing needs of clients [ 43 ]. Studies so far, have demonstrated a linkage of organizational agility with public sector performance [ 4 ], [ 44 ]; organizational commitment [ 45 ]; job engagement [ 46 ]; good governance [ 42 ]; and customer satisfaction [ 47 ] worthwhile, digitalization as its potential antecedents [ 48 ]. Yet, to the best of researchers’ knowledge, the complex dynamics of good governance in the context of e-Government practices with mediation effects of organizational agility has not been adequately addressed. Moreover, existing studies were outside the Ethiopian context; most of them were conducted in emerging economies of Asian countries [ 30 ], [ 32 ], [ 49 ], [ 50 ] and western countries [ 51 ], [ 52 ]. However, there are few researches conducted in African countries [ 35 ], [ 53 ]. In fact, individualist societies are more successful in internet-based technologies than collectivists [ 54 ] thereby leading to a conclusion that e-Government practices in one country may not be replicable elsewhere [ 55 ]. Therefore, cultural differences affect e-Government practices [ 36 ], and it may be challenging to apply e-Government results from western and Asian countries to the Ethiopian context. Furthermore, most studies tried to evaluate e-Government practices and good governance linkage from clients perspective [ 33 ], [ 56 ] while, studies from the lens of providers are overlooked [ 57 ]. Bearing this in mind, to bridge these research gaps the following research questions are identified. (a) What are the effects of e-government practices on good governance? (b) What are the effects of e-government practices on organizational agility? (c) What are the effects of organizational agility on good governance? (d) Does organizational agility mediates between e-government practices and good governance? Accordingly, based on these specific questions the conceptual model was developed and addressed through collecting data from employees of Ethiopian ministries. The finding contributes to broaden the empirical literature through integrating public value and dynamic capabilities theories that uncover the indirect role of organizational agility between e-Government practices and good governance. Practically, the study highlights call for policy makers and managerial intervention to adapt robust digital strategies such as artificial intelligence, block chain, internet of things and cloud computing that further cherish good governance canons. Given these perspectives, the subsequent structure of the study was explains as follows: Section 2 focuses on literature review; Section 3 tied with hypothesis development; Section 4 outlines materials and methods; Section 5 presents data analysis; Section 6 hint at discussion; Section 7 stress on conclusion, implication, limitation and future research directions. 2. Literature Review 2.1 e-Government practices In this era, e-Government is a buzz word with many definitions but without single agreed definition [ 58 ]. Some studies explain e-Government from ICT-based service delivery perspectives [ 59 ] while others advanced to ICT-enabled information and service transaction [ 30 ]; and even add-on citizen engagement [ 60 ]. In short, e-Government practices include the back office activities which are behind the scene process and front-end service interaction. In view of that, e-Government domains include e-information, e-transaction, and e-participation [ 61 ] while [ 62 ] also explains e-service, e-administration and e-democracy. Therefore, in this study e-Government framework comprises four domains such as e-administration, e-information, e-service, and e-participation. Contextually, e-Government practices enrolls deployment of cutting-edge ICTs tools in Ethiopian ministries to streamline their workflows, disseminate government information, enhance public service delivery along with involvement of various government actors in public affairs. Accordingly, e-administration is part of e-Government activities to strengthen strategic connection and integrating internal administrative working processes in the public sector [ 63 ] access seamless services [ 64 ] and automation of internal process [ 65 ]. Thus, information exchange and single-point service delivery can be easily done if the system is seamlessly integrated. Likewise, e-information signifies one-way online communication to accessing government information [ 66 ] such as official documents, reports, policies, regulations [ 49 ], [ 67 ] and availability of contact information [ 61 ] in a complete, accurate, up-to-date, and timely manner [ 6 ], [ 68 ]. So, online information provides access to government information without or upon clients’ demand. Moreover, public institutions transcend to e-service maturity through automating their core organizational operations and transactions [ 64 ]. This includes, availability of payment, request for legal documents, downloading regulatory documents, filling online forms, and issuing license and permits, registration and renewals without waiting in queue during office hours [ 55 ], [ 69 ]. Conversely, e-participation denotes ICT-mediated active involvement of stakeholders in the policy cycle, decision making, and service co-design [ 70 ]. It allows to actively solicits users’ insight through online comments and consultations [ 71 ], engage in public outreach [ 72 ], and involve in discussions about government policy reforms [ 32 ], [ 67 ], [ 73 ]. Thus, online participation facilitates bi-directional communication between government and their constituents. 2.2 Good governance The term good governance has many manifestations through individual and institutional dialects. Succinctly, good governance is the process of public sectors governing system towards optimizing public value [ 8 ]. Moreover, [ 74 ] explained good governance as the episode of virtue administration while countering the evil nature of government functionalities. In a nutshell, extensive studies revealed that public institutions unswerving towards good governance doctrines reduce their administrative costs, decisions are open to public scrutiny, and incumbents carry out their decent actions responsibly [ 6 ], [ 7 ]. In other words, good governance allows to exercise openness; transcend operational and administrative efficiency; offer swift response to clients request and create sense of responsibility [ 36 ], [ 75 ]. According to Ethiopian Ministry of Communication and Information Technology, good governance from e-Government perspectives avail SMART (simple, moral, accountable, responsive and transparent) government system [ 76 ]. Contextually, good governance implies the process in which Ethiopian ministries exercise power to serve the public interest in a transparent, responsive, accountable and efficient manner. In essence, accountability allows to oversee the grey areas via monitoring and auditing of government decisions [ 77 ], [ 78 ]; and imposes incumbents to be answerable to their actions [ 79 ]. On the other hand, transparency flourish when government publish their decisions and actions clearly and openly to the public [ 77 ] and access performance information easily [ 80 ]. However, responsiveness requires public sectors to provide quick and appropriate reply to the needs and complaints [ 81 ]; as well as to the comments and suggestions of citizens [ 79 ]. On the other hand, efficiency allows public institutions to achieve the desired result with the least possible use of resources and effort [ 19 ], particularly optimum service delivery at minimal cost and time [ 30 ], [ 56 ], [ 82 ] and rectify bureaucratic bottlenecks through simplifying complex procedures [ 73 ]. Thus, sound governance materializes when public institutions firmly embed accountability, transparency, responsiveness, and efficiency within their administrative processes. 2.3 Organizational agility The concept of agility formerly applied in business environment [ 83 ] and recently has become dominant in public institutions [ 4 ] as a response to volatile, uncertain, complex, and ambiguous situations [ 42 ]. In fact, agility is a response of external shocks explained by natural and man-made calamities [ 48 ] and even beyond times of organizational catastrophes [ 84 ]. Accordingly, organizational agility deals with institutions quick ability of sensing and responding approaches to the unanticipated fluctuations of the environment [ 85 ] characterized by flexibility, adaptability and continuous improvement [ 86 ]. Contextually, organizational agility implies the ability of federal government to sense and seize opportunities and threats along with reconfiguring resource bases to meet the unpredictable demand of their constituents. In a nutshell, the manifestations of agility relies on inspecting opportunities and threats timely [ 87 ] redesign its structure and operational processes [ 43 ], [ 48 ], reconfiguring resources [ 88 ], anticipation of changes [ 89 ], and reacting to clients demand [ 90 ]. 3. Hypotheses Development 3.1 e-Government Practices and Good Governance Currently, the means to establish effective good governance relies on the installment of e-Government practices in public institutions [ 50 ]. Studies revealed that e-government platforms influence good governance [ 30 ] such as government transparency, accountability, and efficiency [ 49 ], [ 55 ]. Particularly, most recent studies infers that e-Government practices beget good governance qualities such as government transparency [ 81 ], public service efficiency [ 82 ], responsiveness [ 91 ], and curbing corruption in public institutions [ 92 ]. Studies indicated that e-Government initiatives upsurges government efficiency by speeding up decision-making processes and reducing excessive bureaucratic silos, minimizing operational time and costs [ 29 ]. In this manner, government pushes the information to the internet and delivers online service to streamline its administrative silos; minimize administrative costs; and promote government transparency. Additional, through online feedback and complaints mechanism, public sectors augment transparent and accountable government [ 67 ], [ 77 ]. Recent study conducted by [ 73 ] also noted that integrated online service enables government to be more transparent, accountable and efficient. Besides, seamless integration of various work processes also reduces work pressure and adhere lowest cost and time of completion of tasks [ 93 ]. In this regard, public value theory instigated in 1995 by Moore’s seminal work posits that the underpinning operational capabilities of public institutions onus to avail net benefits [ 94 ]. In fact, ICTs as organizational asset bases explained via internet of things, cloud computing, and digital platforms is not a value free [ 95 ], [ 96 ] which yields managerial and democratic values such as transparency, accountability, responsiveness and efficiency [ 23 ] along with economic and social values [ 53 ] that underscores governance quality. Contextually, e-Government practices are digital platforms that strengthen the application of good governance tenets such as transparency, accountability, responsiveness and efficiency. Correspondingly, emerged trends in empirical literatures noted the e-Government enabled net benefits in public sectors [ 22 ], [ 23 ], [ 96 ]–[ 98 ]. Therefore, based on the above theoretical support and reviewed literatures, the hypothesis mentioned that: \({\text{H}}_{1}\) E-Government practices have positive effects on good governance. 3.2 Nexus between e-Government practices and organizational agility Extant studies explains that digital technologies strengthens sensing, responding and reconfiguring capabilities through swiftly inspect sudden public events, provide real-time data analysis [ 87 ] and demonstrate predictive insights and scenario modeling associated to stakeholders demand [ 99 ], [ 100 ]. Empirical literatures affirmed that e-government positively influences organizational agility [ 101 ]. Even from private sector perspectives, [ 48 ] also revealed that digitalization through real-time decision making process, flexible resource allocation, and automating of routine tasks can foster agility. Likewise, digitalization enhances organizational agility by improving organization's ability to gather, process, and publicize information rapidly and enable quick decision-making process [ 102 ]. Moreover, [ 44 ] asserted that information technology enhance the agility of public sector organizations through collaborative activities in terms of real-time data processing, and information sharing. This implies, when the going gets tough, the tough get going through ICT-based changes. Therefore, based on the literature reviewed, the hypothesis mentioned that: \({\text{H}}_{2}\) E-Government practices have positive effects on organizational agility. 3.3 The nexus between organizational agility and good governance Organization’s ability to sense, respond and even transform their work process leads to promote good governance tenets. For instance, as noted by [ 89 ] agility foster administrative efficiency through a real-time exchange of information. According to [ 42 ] the ability of agile organizations to be flexible and resilient during the crisis of public administration enhances the implementation of good governance tenets in the public sector. In the same vein, organizational agility promote good governance through easily identifying clients demand and making swift decision along with necessary structural adjustments. The ability to sense, seize and reconfigure resources strengthen public service efficiency, accountability, transparency [ 23 ]. Specifically, agility leads to operational efficiency [ 86 ]. Comprehensively, organizational agility depicts institutional capabilities to redeploy its resources in the direction of value creation [ 103 ]. Therefore, based on the literature reviewed, the hypothesis is formulated as follows: \({\text{H}}_{3}\) Organizational agility has positive effects on good governance. 3.4 The mediating effects of organizational agility In an era of dynamic environment, public institutions are expected to be vigilant even beyond times of crisis [ 84 ]. According to [ 44 ] harnessing digital tools increases the efficiency of public institutions through fostering flexibility and adaptation. Similarly, e-Government augments good governance principles through structural adjustments [ 104 ]. Agility absorbs the returns of investments driven from digitalization explained via quality governance [ 42 ]. In essence, dynamic capabilities theory (DCT) developed by Teece and Pisano in 1994 [ 105 ] posits that organizations’ ability to adapt, integrate, and transform resource bases in the turbulent environment would realize superior advantages over its competitors [ 88 ]. Though organizations possess unique resources but lacks dynamic capabilities to renew, the likelihood to yield greater values has been twisted [ 106 ]. Fundamentally, superior values can be achieved through operational capabilities accompanied by organizations’ agile qualities [ 107 ]. Correspondingly, technology is internal operational asset that avails superior value in the long run via adaptation to the dynamic environment [ 88 ]; and organizations grow into agile value if they orchestrate their unique asset bases [ 101 ]. This implies that lower-order information technologies capabilities serve as foundational enablers of higher-order agility that further generates superior values [ 103 ]. Consequently, e-Government from the lens of DCT theorized as lower-order capabilities of Ethiopian ministries that scale up towards higher-order agile competencies thereby captivate superior values (i.e. good governance). Accordingly, e-Government platforms enables to store, retrieve and share data to increase the sensing and seizing ability of public institutions that yield quality governance. Indeed, DCT were applied in ICT-related studies in the public institutions [ 42 ], [ 65 ], [ 108 ] and firm oriented studies [ 109 ]. Consequently, digital technology enables to reconfigure available resources that absorb ambidextrous potentials and further engender good governance doctrines [ 42 ]. Therefore, grounded on the above discussion of theories and literatures, the hypothesis proposed that: \({\text{H}}_{4}\) Organizational agility mediates between e-Government practices and good governance. Accordingly, based on the insights derived from the literature review, the conceptual model for this study was developed, as illustrated in Fig. 1 . 4. Methodology 4.1 Sample and data collection The data was collected through both online and offline survey methods from employees of federal ministries in Ethiopia. The study focused on federal ministries, as they are leading adopters of e-Government strategies in Ethiopia. The target population of the study is 4,337 federal employees who are working in seven randomly selected ministries. The sample size was determined using the Kothari formula \(\text{n}=\frac{{\text{z}}^{2}.\text{p}.\text{q}.\text{N}}{{\text{e}}^{2}\left(\text{N}-1\right)+{\text{z}}^{2}.\text{p}.\text{q}}\) \(=\frac{{1.96}^{2}\left(0.5\right)\left(0.5\right)\left(\text{4,337}\right)}{{0.05}^{2}\left(\text{4,337}-1\right)+{1.96}^{2}\left(0.5\right)\left(0.5\right)}\) = 353. By adding 15% non-response rate recovery, the total sample size was 415 employees. From the total distributed self-administered questionnaires, the researcher collected 389 valid responses, which is 93.73% response rate. The data were collected from March 15 to June 10, 2024. 4.2 Measurements of variables The researcher extensively examined various empirical studies to construct the questionnaire and undertook a pilot test on 41 employees. After pre-testing and refining the questions; all the responses participating in the pilot test were discarded. Various sources of items has been used to e-Government practices [ 69 ], [ 110 ]–[ 113 ], organizational agility [ 114 ], [ 115 ], and good governance [ 116 ]–[ 119 ]. All items were measured based on five point likert scale ranges from 1, = very low extent to 5, = very high extent. Thus, e-Government practices contains four higher order dimensions; which are e-information measured with eight items, e-service measured with eight items, e-participation measured with six items and e-administration measured using five items. Nonetheless, good governance includes four second order constructs which are accountability, transparency, responsiveness and efficiency measured with four items separately. However, organizational agility is explained by first order multi-item manifest with six items. During the pilot study, the Cronbach’s alpha results of e-Government practices was (α = 0.903), organizational agility (α = 0.915) and good governance (α = 0.907) which indicated high internal consistency of constructs. 5. Data analysis The study utilized PLS-SEM method due to the presence of hierarchical (first and second-order) dimensions and its suitability for examining predictive associations among manifests, as recommended by [ 120 ]. The smart PLS version 4.1.1.4 has been used to test the research hypotheses while JASP employed to analyze the demographic variables and model fit of the data. The exploratory factor analysis (EFA) result indicated that all 49 measured items are loaded under 9 specific constructs, signifying that the data is represented by unidimensional indicators. Furthermore, the Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy scored 0.976 that suggests the sample data is highly suitable for factor analysis and Bartlett’s Test of Sphericity had a significant p-value (p<.001) that indicates the correlation is not explained by identity matrix. Also, the data were collected from single source thereby the common method bias was checked via the inner model of full collinearity, and the result was less than 3.3, which lacks neurotic collinearity, as recommended by [ 121 ]. 5.1 Demographic characteristics The data were collected from slightly different gender compositions, age groups, educational levels, work experience and positions to obtain sufficient data as presented in Table 1 below. Table 1 Profile of the respondents (N = 389) Demographic variables Frequency Percentage Gender Female 164 42.2 Male 225 57.8 Age groups in years 18–25 61 15.7 26–35 158 40.6 36–45 126 32.4 > 45 44 11.3 Education Diploma & Below 20 5.1 Degree 262 67.4 Master 104 26.7 PhD 3 0.8 Experience in years =16 51 13.1 Position Expert & below 148 38.0 Senior expert 189 48.6 Team leader & above 52 13.4 5.2 The measurement model The measurement model was assessed based on disjoint two-stage approach. At stage one, the first-order constructs related to multi-collinearity, indicator reliability, internal consistency, and constructs validity was checked (See Table 2 & 3 ). The first-order indicators VIF value was analyzed and its score designates below the recommended value of 5 [ 122 ]. The factor loadings of each indicator; the Cronbach’s alpha (α) score; and composite reliability for each construct were greater than a cut-off value of 0.7, as recommended by [ 122 ]. Also, convergent validity was confirmed through average variance extracted (AVE) that qualified the lower limit of 0.5. Alongside the Fornell-Larcker Criterion, the discriminant validity of the constructs was assessed using the Heterotrait-Monotrait Ratio (HTMT), which scored below the recommended threshold of 0.9 [ 122 ] thereby discriminant validity was not a problem. On the other hand, the model fit of the data shown that χ²/df = 13.45, p=.427 GFI = 0.901, CFI = 0.999, NFI = 0.931, TLI = 0.999, RMSEA = 0.04, SRMR = 0.025 were also qualified as suggested by [ 123 ]. Table 2 Lower order measurement model assessment Constructs Indicators Outer loadings Α CR AVE VIF Accountability A1 0.906 0.920 0.943 0.807 3.205 A2 0.892 2.852 A3 0.894 2.952 A4 0.900 3.035 E-Administration EA1 0.899 0.909 0.933 0.735 3.237 EA2 0.779 1.845 EA3 0.860 2.525 EA4 0.857 2.552 EA5 0.887 3.039 Efficiency EF1 0.901 0.915 0.940 0.796 3.119 EF2 0.860 2.380 EF3 0.890 2.790 EF4 0.918 3.591 E-Information EI1 0.815 0.921 0.936 0.645 2.409 EI2 0.760 1.960 EI3 0.842 2.590 EI4 0.760 1.980 EI5 0.785 2.127 EI6 0.850 2.818 EI7 0.781 2.084 EI8 0.828 2.550 E-Participation EP1 0.810 0.899 0.923 0.665 2.113 EP2 0.793 1.987 EP3 0.801 2.084 EP4 0.814 2.161 EP5 0.818 2.129 EP6 0.857 2.564 E-Service ES1 0.844 0.921 0.936 0.645 2.651 ES2 0.787 2.136 ES3 0.774 2.034 ES4 0.734 1.882 ES5 0.776 2.059 ES6 0.795 2.152 ES7 0.830 2.494 ES8 0.877 3.184 OA OA1 0.860 0.913 0.932 0.696 2.764 OA2 0.832 2.327 OA3 0.811 2.150 OA4 0.843 2.465 OA5 0.811 2.236 OA6 0.848 2.605 Responsiveness R1 0.906 0.922 0.945 0.811 3.243 R2 0.899 2.980 R3 0.890 2.847 R4 0.908 3.246 Transparency T1 0.921 0.917 0.941 0.801 3.753 T2 0.865 2.413 T3 0.884 2.752 T4 0.908 3.333 Note. OA: Organizational Agility, α: Cronbach’s alpha, CR: composite reliability, AVE: average variance extracted, VIF: variance inflation factor. At stage two, the latent variable scores of first-order constructs were obtained and used as proxy for second-order constructs explained by e-Government practices, and good governance, however; organizational agility persists with its first order values. Thus, second-order constructs of e-Government practices and good governance comprises four lower-order reflective constructs separately. As explained in Table 4 , the second-order reflective constructs VIF value was below the recommended cut-off point of 5 [ 122 ]. Additionally, the second-order constructs had outer loadings above minimum threshold of 0.7. Furthermore, the discriminant validity measured by HTMT was below 0.9, and the results from the Fornell-Larcker criterion were also confirmed. In Tables 3 and 5 , the bold numbers on the diagonal of the tables represent the Fornell-Larcker Criterion, while the non-bold values on the right side indicate the HTMT value. This entails that, similar to first-order latent variables, second-order constructs were also verified. Table 3 First-order constructs discriminant validity (Fornell-Larcker Criterion & HTMT) A A EA EF EI EP ES OA R T 0.898 0.591 0.654 0.624 0.632 0.610 0.726 0.714 0.666 EA 0.541 0.858 0.628 0.794 0.792 0.696 0.666 0.671 0.667 EF 0.600 0.574 0.892 0.647 0.684 0.636 0.737 0.734 0.744 EI 0.576 0.729 0.596 0.803 0.786 0.749 0.672 0.659 0.687 EP 0.576 0.718 0.622 0.716 0.816 0.739 0.717 0.685 0.675 ES 0.563 0.639 0.585 0.691 0.675 0.803 0.685 0.631 0.654 OA 0.667 0.609 0.673 0.619 0.651 0.630 0.834 0.759 0.742 R 0.657 0.616 0.674 0.609 0.625 0.582 0.697 0.901 0.736 T 0.612 0.610 0.682 0.632 0.614 0.601 0.680 0.677 0.895 Note. A: accountability, EA: e-administration, EF: efficiency, EI: e-information, EP: e-participation, ES: e-service, R: responsiveness, T: transparency Table 4 Validating second-order constructs measurement model Latent variables Items Outer loadings Α CR AVE VIF E-Government ES 0.855 0.901 0.931 0.771 2.243 Practices EA 0.877 2.623 EP 0.888 2.677 EI 0.893 2.838 Good Governance EF 0.860 0.882 0.918 0.738 2.288 A 0.831 2.002 R 0.878 2.467 T 0.866 2.333 Table 5 Second-order constructs validation (Fornell-Larcker Criterion and HTMT) Constructs EG GG OA EG 0.878 0.885 0.786 GG 0.789 0.859 0.881 OA 0.715 0.791 0.834 Note. EG: e-Government practices, GG: Good governance 5.3 The structural model After validating the measurement model, the first phase of structural model involves testing for multi-collinearity using VIF. As indicated in Table 6 , all VIF values are below the recommended cut-off point of 3 [ 124 ]. Furthermore, the model quality of endogenous constructs explained by in-sample explanatory power (R²) and out-sample predictive relevance (Q²) also tested. As explained in Fig. 2 , the coefficient of determination (R²) value of good governance was 0.728, which means 72.8% of the variance in good governance was explained by both EG and OA while, 51.1% of the change in OA was accounted for by EG alone. Accordingly, the R² value of OA and GG was between 50% and 75%, which inferred the model had moderate explanatory power, accordingly [ 124 ]. Similarly, the effect sizes (f2) of all the exogenous constructs are greater than 0.35, which denotes large contribution towards the change in R 2 values. Moreover, through cross-validated redundancy method, Q² predictive relevance of GG and OA was 0.621 and 0.506 respectively, which is greater than 0.5, thereby the path model had large predictive accuracy that further supports the robustness of the proposed model, as suggested by [ 124 ]. Subsequently, the predetermined hypotheses were tested using 5,000 resample bootstrapping procedures and the result revealed that e-Government practices has significant positive influence on good governance (β = 0.459, t = 9.98, p < .001) and organizational agility (β = 0.715, t = 26.203, p < .001). Moreover, organizational agility positively and significantly influences good governance (β = 0.463, t = 10.352, p < .001). Thus, in addition to its significant path coefficients, zero is not bounded by lower and upper confidence interval, thereby the direct effect hypothesized via H 1 , H 2 , and H 3 are statistically supported. As far as the effect size and path coefficients are significant in the predicted direction, nomological validity remains upheld. Furthermore, the mediation effects of organizational agility between e-Government practices and good governance also tested. The total effects of e-Government practices towards good governance was significant (β = 0.789, t = 40.652, p < .001). Furthermore, as shown in Table 6 , organizational agility positively mediates between this relationship (β = 0.331, t = 9.007, p < .001). Nevertheless, after introducing the OA, the direct effect was meaningfully reduced but remains significant (β = 0.459, t = 9.98, p < .001) thereby, OA explains 41.9% of the variance accounted for (VAF) in the relationship between EG and GG. Thus, the mediation analysis shows that OA not only has an independent influence on GG but also explains additional variability beyond what EG alone does. So far, direct and indirect effects are significant with similar (positive) sign, OA plays complementary partial mediation role, as suggested by [ 125 ]. Thus, H 4 also statistically supported. Table 6 Path coefficients and significance testing Hypothesis Β t-value 95% CI VIF f 2 P Decision Conclusion LCI UCI H 1 : EG -> GG 0.459 9.98 [0.382, 0.534] 2.044 0.379 .000 Supported H 2 : EG -> OA 0.715 26.203 [0.668, 0.757] 1.000 1.044 .000 Supported H 3 : OA -> GG 0.463 10.352 [0.388, 0.536] 2.044 0.385 .000 Supported H 4 : EG-> OA ->GG 0.331 9.007 [0.271, 0.392] .000 Supported Partial mediation Note. LCI, lower confidence interval; UCI, upper confidence interval 6. Discussion This study has examined the nexus among e-Government practices, organizational agility and good governance in Ethiopian ministries. Accordingly, the framework has been developed based on joint aspects of public value theory and dynamic capabilities theories, wherein the findings confirm the given theoretical underpinnings in various ways. First, the findings asserted that e-Government practices (e-information, e-service, e-participation, and e-administration) positively and significantly predict good governance aspects (transparency, accountability, responsiveness, and efficiency). The finding suggests that, federal ministries that implement e-Government practices can push information to the internet whereby users can access up-to-date and accurate government policies, rules and regulations in turn enhance good governance principles via lessen administrative costs and saving valuable time; speeding up decision-making processes; and makes ease of monitoring government activities in a real-time. Moreover, e-Government practices facilitate online service and transactions in turn minimize the time taken during service queues; costs related to transportation and filing; and easily track service requests. Also, e-Government platforms provide online feedback; comments and policy consultations thereby enhance transparency and accountability through user involvement in the policy related decision-making process. Moreover, one-stop contact and interoperability with internal and external entities minimizes cost and time taken to access service and information; lessen administrative bottleneck thereby sound government easily realized. Hence, e-government practices in Ethiopia promote good governance through reducing operational costs; quick respond to clients request; eliminating administrative silos; and publicly access and audit government performance. This findings are similar with [ 30 ], [ 49 ], [ 55 ] that confirms e-Government platforms allow to promote transparency, accountability, and efficiency. This implies e-government practices enhance access to information, deliver omnipresent service, facilitate communication, and engender system integration, thereby improve good governance principles elucidated via transparency, accountability, efficiency and responsiveness. This finding aligns with public value theory, posits that organizational capabilities enlightened through e-Government practices instigate net benefits reflected in managerial values such as efficiency, transparency, responsiveness and accountability [ 23 ]. This suggests that when Ethiopian ministries rub on maneuverable e-Government strategies, good governance canons are more likely flourished. Second, e-government practices positively influence organizational agility. Through e-Government platforms, Ethiopian ministries gather comments and feedback thereby easily sense, and seize the fickle demands of their constituents. In other word, e-Government tools support ministries to swiftly inspect sudden public events, acting promptly, provide real-time decision, and redesign operational functions. The result suggests that e-government practices allow ministries to adjust their structures and work process; reconfigure and evaluate available resources; detect and monitor institutional opportunities and threats. This findings are similarly asserted by [ 87 ], [ 101 ] in which e-Government practices are convenience to collect speedy information and process real-time data that promotes agility in the turbulent environment. This result indicates that federal ministries that extensively implement e-Government initiatives are more likely to forecast uncertainty, grip volatility, crack complexity, and handle ambiguity. Third, organizational agility positively predicts good governance. Agility in the federal institutions of Ethiopia relies on collecting information from enormous stakeholders to easily sense, and respond to the dynamic work environment. The result revealed that when employees perceive that their institution swiftly sense and interpret information, they promote good governance principles. Specifically, this finding is similar with [ 86 ] in which flexible organization adhere institutional efficiency. Moreover, the findings asserted that when ministries are agile, they are more likely reduce bureaucratic inertia, and ratify transparency and accountability, as similarly asserted by [ 23 ]. This infers that the higher institutional ability to anticipate volatile, uncertain, complex, and ambiguous circumstances, the more likely to flourish efficient, transparent, accountable, and transparent government. Similar result also noted by [ 42 ] when public institutions engage in structural flexibility and high adaptation to the turbulent environment they promote good governance doctrines. The findings further revealed that organizational agility mediates between e-Government practices and good governance. The result supported that good governance practices significantly improve via e-Government practices when Ethiopian ministries are highly engaged in sensing, interpreting and responding to the dynamic environment. Similarly, [ 4 ], [ 42 ] asserted that digital technologies are drivers of organizational agility which create superior values. The present findings also confirmed that if ministries address the fickle demands of their stakeholders through creating flexible structure, and readjusting available resources, they have opportunity to leap up good governance. The study demonstrated that e-Government practices initiate public institutions to exploit their available resources along with exploration of untaken opportunities and tackle threats proactively in turn promotes good governance aspects. This analysis support the dynamic capabilities theory which suggests that e-Government strategies as operational capabilities enable to sense and seize environmental opportunities in turn enhance good governance tenets. This implies that the effect of e-Government practices on good governance does not occur directly alone; rather, e-Government practices advances organizational agility, which in turn leads to improvement in good governance. Therefore, the mediation results indicate that strengthening organizational agility is vital for translating e-Government practices into improved good governance performance. 7. Conclusion and Future Directions 7.1 Conclusion Amidst increasing environmental turbulence, e-Government practices potentially emerged as a promising remedy to reinvent administrative structures in public governance landscape. Building strong public institutions, central to sustainable development goal 16, is reflected in transparent, corruption-free, responsive, and accountable governance systems, which can be substantially facilitated through deployment of e-Government strategies. However, evidence regarding the relationship between e-Government practices and good governance is not yet definitive. This study aims to discourse the paradox between e-Government practices and good governance by incorporating organizational agility in Ethiopian context. To this end, the data were collected from employees of federal ministries and the result revealed that the virtue of e-Government practices was meaningfully advanced towards good governance canons when public organizations swiftly reconfigure with volatile, uncertain, complex and ambiguous (VUCA) situations. In essence, this nomological relationship between e-Government practices and organizational agility fundamentally yields synergistic effects towards good governance whereby cutting-edge digital technologies vividly reduces a culture of impunity. Accordingly, digital technologies leverage good governance tenets through access to information; convenience service; back-end integration; and communication across various actors. However, the evidence suggests that e-Government practices may not sufficiently enhance good governance doctrines unless it is supported by improvements in organizational agility. 7.1 Implications The findings provide solid theoretical implications and practical contributions for managers and policy makers in various ways. 7.2.1 Theoretical Implications First, this study addresses the call for [ 57 ] for considering e-Government studies from the lens of providers. To this point, the study was conducted from employees’ perspectives in ministries of Ethiopia; thereby the finding contributes by broadening the emerging body of literature on the relationship between e-Government practices and good governance. Second, previous empirical studies explain mixed findings on the relationship between e-Government practices and good governance. Consequently, this study contributes to fill these unclear empirical findings through uncovering the concealed indirect role of organizational agility between e-Government practices and good governance. In essence, the result further broadens the knowledge of public management domains by considering e-Government practices and organizational agility as mutually reinforcing drivers of good governance doctrines. Third, the public value and dynamic capabilities theory serves as underpinning frameworks to expand the existing empirical literature, previously neglecting their combined applications. Through the lens of the aforementioned theories, the study expands the existing knowledge via integrating e-Government practices and good governance, highlighting the mediating effects of organizational agility in the context of Ethiopian ministries. This insights a new lens for understanding how public sectors create value by focusing on the ability to change, not just merely on possessing valuable assets. In doing so, the study empirically validate a conceptual model by examining the linkage among e-Government practices, organizational agility and good governance. 7.2.2 Practical Contributions First, when public institutions transform from street to screen-level bureaucracy, managers yield data-driven decision making. This might strategically leverage e-Government practices that further improve sound governance. In other way, effective e-government implementation enables to achieve sustainable development goal 16 through strengthening institutional capacity, improve transparency, reduce corruption, and ensure responsiveness at all levels of government arms. Particularly, these outcomes further flourished when public institutions strengthen organizational agility, as it acts as a conduit through which e-Government practices can effectively improve good governance doctrines. Second, as the changing demand of public sector entities deepens, an effective e-Government initiative requires continuous improvement than a one-size-fits-all approach. Consequently, it call for managerial intervention to adapt robust technologies, including, but not limited to, artificial intelligence, block chain, internet of things and cloud computing that further cherish good governance canons. Finally, the result enables policy makers’ to recognize areas for improvement thereby develop legal frameworks to integrate e-Government strategies within existing governance structure. In essence, policy makers should recognize that investments in e-Government strategies alone may not automatically translate into tangible governance outcomes unless accompanied by deliberate efforts to strengthen organizational agility. Thus, policy makers should formulate clear long-term e-government strategies aligned with agile capabilities to ensure SMART (simple, moral, accountable, responsive, and transparent) government across public sectors. 7.3 Limitations and Future Directions The study mainly focuses on quantitative approach via collecting survey data from employees of ministries in Ethiopia. So far, the study expands sample sizes to offset participant attrition, future investigations remain encouraged towards mixed research approaches that might enhance the generalizability of the findings. A further limitation lies in the cross sectional nature of the data, which restricts causal inferences; therefore, future studies are encouraged to employ longitudinal design to provide deeper validation of the results. Finally, the result revealed that organizational agility has a complementary partial mediation role in the context of Ethiopian ministries, thereby future studies further explore alternative intervening variables for more comprehensive understanding of the link between e-Government practices and good governance. Declarations Authors' Contributions This manuscript is derived from the PhD dissertation research conducted by Mulusew Guangul under the academic supervision of Dr. Tesfaye Debela (Associate Professor) and Dr. Zerihun Duressa. Mulusew Guangul conceived the study, designed the research framework, collected and analysed the data, and drafted the manuscript. Dr. Tesfaye Debela (Associate Professor) supervised the study and provided critical revisions to improve the theoretical foundation, methodology, and overall quality of the manuscript. Dr. Zerihun Duressa also provided academic guidance and reviewed the manuscript. Clinical trial number Not applicable. Consent to publish declaration Not applicable. Ethics approval and accordance The study received ethical approval from the Ethiopian public service university ethics committee in the approval number RAD/032/2026 on 03 March 2026. All research procedures were performed in accordance with the ethical guidelines and regulations of Ethiopian Public Service University and the principles outlined in the Declaration of Helsinki. Consent to participate The research was conducted through anonymous survey, with no collection of personal identifiers or any sensitive data. Informed consent was obtained from all participants. Participation was entirely voluntary, and all respondents were informed about the purpose of the study, data confidentiality, and their right to withdraw at any time. Funding The authors state that no financial support, grants, or other assistance was received. Declarations of Competing Interests The authors affirm that there are no conflicting interests to influence the results. Availability of Data The data that support the finding of this study are avilable by the corresponding author upon a reasonable request. References United Nations. The sustainable development goals report 2025, 2025. Chien NB, Thanh NN. The impact of good governance on the people’s satisfaction with public administrative services in Vietnam. Adm Sci. 2022;12(1):1–12. 10.3390/admsci12010035 . Doumi FAIB. The mediating role of organizational agility in the relationship between innovation and community trust: An empirical study on Sharjah police. Int J Environ Sci. 2025;11(8):3138–54. 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Technol Forecast Soc Chang. 2022;177. https://doi.org/10.1016/j.techfore.2022.121513 . Twizeyimana JD, Andersson A. The public value of E-Government: A literature review. Gov Inf Q. 2019;36:167–78. 10.1016/j.giq.2019.01.001 . Szedmák B, Varga L, Szabó RZ. Digital transformation of public services: The case of the document management application. Int J Public Adm. 2025;1–18. 10.1080/01900692.2025.2520522 . Hien BN, Tuyen NTK, Lan NT, Ngan NTK, Thanh NN. The impact of digital government initiatives on public value creation: Evidence from Ho Chi Minh City – Vietnam. Rev Gest Soc Ambient. 2024;18(2):1–23. https://doi.org/10.24857/rgsa.v18n2-092 . Park Y, El Sawy OA, Fiss PC. The role of business intelligence and communication technologies in organizational agility: A configurational approach. J Assoc Inf Syst. 2017;18(9):648–86. 10.17705/1jais.00467 . Nazir S, Pinsonneault A. IT and firm agility: An electronic integration perspective. J Assoc Inf Syst. 2012;13(3):150–71. 10.17705/1jais.00288 . Elazhary M, Popovič A, Henrique P, Bermejo DS. How information technology governance influences organizational agility: The role of market turbulence. Inf Syst Manag. 2023;40(2):148–68. 10.1080/10580530.2022.2055813 . Groenewald CA, Groenewald ES, Uy FT, Kilag OKT, Rabillas AR, Cabuenas MHD. Organizational Agility: The Role of Information Technology and Contextual Moderators -A Systematic Review. Int Multidiscip J Res Innov Sustain Excell. 2024;1(3):32–8. Teece DJ, Peteraf MA, Leih S. Dynamic Capabilities and Organizational Agility: Risk, Uncertainty and Entrepreneurial Management in the Innovation Economy. Calif Manage Rev. 2016;58(4):13–35. https://doi.org/10.1525/cmr.2016.58.4.13 . Cordella A, Bonina CM. A public value perspective for ICT enabled public sector reforms: A theoretical reflection. Gov Inf Q. 2012;29(4):512–20. 10.1016/j.giq.2012.03.004 . Nayernia H. Dynamic Capabilities Theory: A review. TheoryHub B, 2025. Augier M, Teece DJ. Dynamic capabilities and multinational enterprise: penrosean insights and omissions. Manag Int Rev. 2007;47(2):175–92. Bleady A, Ali AH, Ibrahim SB. Dynamic capabilities theory: Pinning down a shifting concept. Acad Acc Financ Stud J. 2018;22(2):1–16. de Santos LG. Dynamic capabilities and digital transformation in public sector: Evidence from Brazilian case study, in International Federation for Information Processing. Springer Nat Switz. 2023;365–80. https://doi.org/10.1007/978-3-031-41138-0_23 . Nasution H, Muafi M, El-qadri ZM, Suprihanto J. Impact of digital business transformation on organizational ambidexterity and performance in Indonesian insurance firms. Intang Cap. 2025;21(1):1–20. https://doi.org/10.3926/ic.2930 . Manoharan AP, Melitski J, Holzer M. Digital Governance: An Assessment of Performance and Best Practices. Public Organ Rev. 2023;23(1):265–83. 10.1007/s11115-021-00584-8 . Riany GK, Were S, Kihara A. Influence of e-Government strategy implementation on the performance of public service delivery in Kenya. Int J Strateg Manag. 2018;7(2):32–49. Al-Bayati ASW. E-management and its role in achieving competitive advantage in industrial organizations. A survey study in the General Company for Automotive and Equipment Manufacturing. J Univ Hum Dev. 2016;2(4):249–89. 10.21928/juhd.20161225.10 . Maciel GG, Gomes H, Dias GP. Assessing and explaining local e-government maturity in the Iberoamerican community. J Inf Syst Eng Manag. 2016;1(2):91–109. 10.20897/lectito.201616 . AlNuaimi BK, Kumar Singh S, Ren S, Budhwar P, Vorobyev D. Mastering digital transformation: The nexus between leadership, agility, and digital strategy. J Bus Res. 2022;145:636–48. 10.1016/j.jbusres.2022.03.038 . Marhraoui MA, Manouar AE. Towards a new framework linking knowledge management systems and organizational agility: an empirical study. Int J Inf Technol Comput Sci ·. 2017;9(1):21–36. 10.5121/ijcsit.2017.9103 . Mansoor M. Citizens’ trust in government as a function of good governance and government agency’s provision of quality information on social media during COVID-19. Gov Inf Q. 2021;38(9). 10.1016/j.giq.2021.101597 . Pomeranz EF, Stedman RC. Measuring good governance: piloting an instrument for evaluating good governance principles. J Environ Policy Plan. 2020;22(3):428–40. 10.1080/1523908X.2020.1753181 . Beshi TD, Kaur R. Public Trust in Local Government: Explaining the Role of Good Governance Practices. Public Organ Rev. 2019;20:337–50. https://doi.org/10.1007/s11115-019-00444-6 . Kisingo A, Rollins R, Murray G, Dearden P, Clarke M. Evaluating ‘good governance’: The development of a quantitative tool in the Greater Serengeti Ecosystem. J Environ Manage. 2016;181:749–55. 10.1016/j.jenvman.2016.08.002 . Hair JF Jr., Matthews LM, Matthews RL, Sarstedt M. PLS-SEM or CB-SEM: updated guidelines on which method to use. Int J Multivar Data Anal. 2017;1(2):107–23. 10.1504/ijmda.2017.10008574 . Kock N. Common method bias in PLS-SEM: A full collinearity assessment approach, 11, 4, pp. 1–10, 2015. Hair J, Alamer A. Partial Least Squares Structural Equation Modeling (PLS-SEM) in second language and education research: Guidelines using an applied example. Res Methods Appl Linguist. 2022;1(3). https://doi.org/10.1016/j.rmal.2022.100027 . Dash G, Paul J. CB-SEM vs PLS-SEM methods for research in social sciences and technology forecasting. Technol Forecast Soc Chang. 2021;173. 10.1016/j.techfore.2021.121092 . Hair JF, Risher JJ, Sarstedt M, Ringle CM. When to use and how to report the results of PLS-SEM. Eur Bus Rev. 2019;31(1):2–24. 10.1108/EBR-11-2018-0203 . Hair JF, Ringle CM, Danks NP, Hult GTM, Sarstedt M, Ray S. Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R, Third. Switzerland: Springer Nature Switzerland, 2021. https://doi.org/10.1007/978-3-030-80519-7 Additional Declarations No competing interests reported. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-8950068","acceptedTermsAndConditions":true,"allowDirectSubmit":false,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":625606670,"identity":"5dbfe827-8f0f-4632-a6ab-141d6a65aaaf","order_by":0,"name":"Mulusew Guangul","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA9klEQVRIiWNgGAWjYFAC5gYgYQGkGRsOSFSABMAi+AAjSIEEAw97c+MBizMMYL1EauE53nygsg0ughvozkhsfHSjQkLeXiKx4cDNebXR/O1ALT8qtuHUYnYjsdk454yEYQ9Qy8GZ247nzjjM2MDYc+Y2Pi1t0rltEowgLYcltx3LbQBqYWZsw6ul/XfuPwl7sJa/c47lzidCSxtzboNEYg/PwYYDkg01uRsIajnzsFk655hEcs/xRmC8HDuQuxGo5SBevxxPPvg5p8bGtr2Z/fEHiZq63HnnDx988KMCtxZ0cBhMHiBaPRDUkaJ4FIyCUTAKRggAAFczZPf07xc/AAAAAElFTkSuQmCC","orcid":"","institution":"Ethiopian Public Service University","correspondingAuthor":true,"prefix":"","firstName":"Mulusew","middleName":"","lastName":"Guangul","suffix":""},{"id":625606671,"identity":"941118aa-f539-46a7-846c-5ed9ce44fa9c","order_by":1,"name":"Dr. Tesfaye Debela (Associate Professor)","email":"","orcid":"","institution":"Ethiopian Public Service University","correspondingAuthor":false,"prefix":"Dr.","firstName":"Tesfaye","middleName":"Debela (Associate","lastName":"Professor)","suffix":""},{"id":625606672,"identity":"aa9d6480-9990-452f-848a-46ffebee2fe4","order_by":2,"name":"Dr. Zerihun Duressa","email":"","orcid":"","institution":"Ethiopian Public Service University","correspondingAuthor":false,"prefix":"Dr.","firstName":"Zerihun","middleName":"","lastName":"Duressa","suffix":""}],"badges":[],"createdAt":"2026-02-23 19:08:08","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-8950068/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-8950068/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":107488910,"identity":"5f35c52f-86b8-4c11-bbd8-b49a332b1b71","added_by":"auto","created_at":"2026-04-22 02:46:08","extension":"jpeg","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":27449,"visible":true,"origin":"","legend":"\u003cp\u003eProposed model of the study; dashed line designates indirect path\u003c/p\u003e","description":"","filename":"groupimage1.jpeg","url":"https://assets-eu.researchsquare.com/files/rs-8950068/v1/fd157839eaa15a2c6cbe8b3f.jpeg"},{"id":107365434,"identity":"4a58c7ac-da99-4168-920c-48b2b2094bd2","added_by":"auto","created_at":"2026-04-20 19:44:25","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":32810,"visible":true,"origin":"","legend":"\u003cp\u003eStructural model with higher order constructs\u003c/p\u003e","description":"","filename":"floatimage1.png","url":"https://assets-eu.researchsquare.com/files/rs-8950068/v1/9ed9dd376f803bb4906cd613.png"},{"id":107489919,"identity":"6d2e850c-5523-49e1-ac58-3dd3fd0b524f","added_by":"auto","created_at":"2026-04-22 02:49:22","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":996198,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-8950068/v1/7d158684-b85c-43e5-8ed2-cac59ebb8818.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"Unveiling Good Governance through e- Government Practices and Organizational Agility in Ethiopian Ministries","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003eBuilding resilient public institutions remains fundamental aspect of sustainable development goal 16 [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e], setting the critical juncture for sound governance [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e]. As hallmarks of recent governing system, public sectors alter their conventional operations while the plea of their constituents become intensified [\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e], [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]; and the trend of govern government actions exhibit willingness to share decision-making power to their parts [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e]. Apparently, public institutions unswerving towards good governance canons definitely reduces their administrative costs, makes decisions open to public scrutiny, and carry out their decent actions responsibly and timely [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e], [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. Concisely, good governance implies the process of public sectors governing system towards optimizing the public values [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e], and relies on the qualities of public sector operations in the direction of its constituents [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eHowever, research have shown that Ethiopia\u0026rsquo;s public institutions are suffering with malfunctioning administrative system [\u003cspan additionalcitationids=\"CR11 CR12\" citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]\u0026ndash;[\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e] particularly, suffering with persistent decline of integrity [\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e], absence of accountability [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e], and rampant bribery incidents [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e]. Likewise, corruption in Ethiopia is pandemic, placing 37th out of 180 countries [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e]. Moreover, [\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e] revealed that Ethiopian ministries are lagging behind in the quality of service delivery. Nonetheless, extant researches in Ethiopia have been devoted to the factors that determine good governance practices. In this regard; political affiliation, budget deficit and labor inefficiency [\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e]; educational status, bureaucracy, corruption, and conflict [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e]; and ethical leadership [\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e] are reflected as noticeable factors. This denotes individual attributes, macroeconomic conditions, social characteristics, political concerns, and institutional conditions are of paramount determinants for good governance practices in public institutions of Ethiopia. However, empirical literatures largely overlook the role of information communication technologies in addressing these challenges within Ethiopian ministries.\u003c/p\u003e \u003cp\u003eIndeed, findings demonstrated that when public organizations commence to uptake advanced information communication technologies (ICTs), evidently generate superior values through realizing quality services [\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e], [\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]. Consequently, institutions embraced e-government practices to share information with the public over the internet; avail government services to citizens; conduct transactions; cultivate work flow interoperability; and actively engage various public actors in government affairs [\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e], [\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e]. In essence, e-government practices implies the use of ICTs in public institutions to streamline operations and workflows, disseminate information, deliver service, and promote stakeholder participation [\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e]. Accordingly, studies revealed that e-government practices restore institutional trust [\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e], [\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e], upsurge organizational performance [\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e], promote good governance [\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e], [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e] and increase client satisfaction [\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e]. This implies, e-government practices have become the panacea for public sectors to acquire legitimacy, and offer fortune for renovation in public administration.\u003c/p\u003e \u003cp\u003eDespite this, extant literatures have been reporting contested findings between e-Government practices and good governance. Some studies have found positive influence [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e], [\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e], [\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e]; while others have revealed mixed results [\u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e34\u003c/span\u003e], [\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e]; and even others stated negligible interaction [\u003cspan additionalcitationids=\"CR37\" citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e]\u0026ndash;[\u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e38\u003c/span\u003e]. On top of that, some studies have tested governance structure [\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e]; government e-participation [\u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e40\u003c/span\u003e]; and employee\u0026rsquo;s trust [\u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e41\u003c/span\u003e] as mediation roles between e-Government and good governance. In essence, little is known about the underling mechanism behind the relationship of e-Government practices and good governance.\u003c/p\u003e \u003cp\u003eIn today\u0026rsquo;s dynamic environment, the growing demand of clients for good governance necessitates public institutions to be agile [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e]. In essence, organizational agility indicates public sectors\u0026rsquo; ability to sense, seize and reconfigure opportunities and threats to cope with the ever-changing needs of clients [\u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e]. Studies so far, have demonstrated a linkage of organizational agility with public sector performance [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e], [\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e]; organizational commitment [\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e]; job engagement [\u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e46\u003c/span\u003e]; good governance [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e]; and customer satisfaction [\u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e47\u003c/span\u003e] worthwhile, digitalization as its potential antecedents [\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e]. Yet, to the best of researchers\u0026rsquo; knowledge, the complex dynamics of good governance in the context of e-Government practices with mediation effects of organizational agility has not been adequately addressed.\u003c/p\u003e \u003cp\u003eMoreover, existing studies were outside the Ethiopian context; most of them were conducted in emerging economies of Asian countries [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e], [\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e], [\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e], [\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e50\u003c/span\u003e] and western countries [\u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e51\u003c/span\u003e], [\u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e52\u003c/span\u003e]. However, there are few researches conducted in African countries [\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e], [\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e53\u003c/span\u003e]. In fact, individualist societies are more successful in internet-based technologies than collectivists [\u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e54\u003c/span\u003e] thereby leading to a conclusion that e-Government practices in one country may not be replicable elsewhere [\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e]. Therefore, cultural differences affect e-Government practices [\u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e], and it may be challenging to apply e-Government results from western and Asian countries to the Ethiopian context. Furthermore, most studies tried to evaluate e-Government practices and good governance linkage from clients perspective [\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e], [\u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e] while, studies from the lens of providers are overlooked [\u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eBearing this in mind, to bridge these research gaps the following research questions are identified. (a) What are the effects of e-government practices on good governance? (b) What are the effects of e-government practices on organizational agility? (c) What are the effects of organizational agility on good governance? (d) Does organizational agility mediates between e-government practices and good governance? Accordingly, based on these specific questions the conceptual model was developed and addressed through collecting data from employees of Ethiopian ministries. The finding contributes to broaden the empirical literature through integrating public value and dynamic capabilities theories that uncover the indirect role of organizational agility between e-Government practices and good governance. Practically, the study highlights call for policy makers and managerial intervention to adapt robust digital strategies such as artificial intelligence, block chain, internet of things and cloud computing that further cherish good governance canons. Given these perspectives, the subsequent structure of the study was explains as follows: Section \u003cspan refid=\"Sec2\" class=\"InternalRef\"\u003e2\u003c/span\u003e focuses on literature review; Section \u003cspan refid=\"Sec6\" class=\"InternalRef\"\u003e3\u003c/span\u003e tied with hypothesis development; Section \u003cspan refid=\"Sec11\" class=\"InternalRef\"\u003e4\u003c/span\u003e outlines materials and methods; Section \u003cspan refid=\"Sec14\" class=\"InternalRef\"\u003e5\u003c/span\u003e presents data analysis; Section \u003cspan refid=\"Sec18\" class=\"InternalRef\"\u003e6\u003c/span\u003e hint at discussion; Section 7 stress on conclusion, implication, limitation and future research directions.\u003c/p\u003e"},{"header":"2. Literature Review","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e \u003ch2\u003e2.1 e-Government practices\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eIn this era, e-Government is a buzz word with many definitions but without single agreed definition [\u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e]. Some studies explain e-Government from ICT-based service delivery perspectives [\u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e59\u003c/span\u003e] while others advanced to ICT-enabled information and service transaction [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e]; and even add-on citizen engagement [\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e60\u003c/span\u003e]. In short, e-Government practices include the back office activities which are behind the scene process and front-end service interaction. In view of that, e-Government domains include e-information, e-transaction, and e-participation [\u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e61\u003c/span\u003e] while [\u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e62\u003c/span\u003e] also explains e-service, e-administration and e-democracy. Therefore, in this study e-Government framework comprises four domains such as e-administration, e-information, e-service, and e-participation.\u003c/p\u003e \u003cp\u003eContextually, e-Government practices enrolls deployment of cutting-edge ICTs tools in Ethiopian ministries to streamline their workflows, disseminate government information, enhance public service delivery along with involvement of various government actors in public affairs. Accordingly, e-administration is part of e-Government activities to strengthen strategic connection and integrating internal administrative working processes in the public sector [\u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e63\u003c/span\u003e] access seamless services [\u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e64\u003c/span\u003e] and automation of internal process [\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e65\u003c/span\u003e]. Thus, information exchange and single-point service delivery can be easily done if the system is seamlessly integrated. Likewise, e-information signifies one-way online communication to accessing government information [\u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e66\u003c/span\u003e] such as official documents, reports, policies, regulations [\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e], [\u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e67\u003c/span\u003e] and availability of contact information [\u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e61\u003c/span\u003e] in a complete, accurate, up-to-date, and timely manner [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e], [\u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e68\u003c/span\u003e]. So, online information provides access to government information without or upon clients\u0026rsquo; demand.\u003c/p\u003e \u003cp\u003eMoreover, public institutions transcend to e-service maturity through automating their core organizational operations and transactions [\u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e64\u003c/span\u003e]. This includes, availability of payment, request for legal documents, downloading regulatory documents, filling online forms, and issuing license and permits, registration and renewals without waiting in queue during office hours [\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e], [\u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e69\u003c/span\u003e]. Conversely, e-participation denotes ICT-mediated active involvement of stakeholders in the policy cycle, decision making, and service co-design [\u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e70\u003c/span\u003e]. It allows to actively solicits users\u0026rsquo; insight through online comments and consultations [\u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e71\u003c/span\u003e], engage in public outreach [\u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e72\u003c/span\u003e], and involve in discussions about government policy reforms [\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e], [\u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e67\u003c/span\u003e], [\u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e73\u003c/span\u003e]. Thus, online participation facilitates bi-directional communication between government and their constituents.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec4\" class=\"Section2\"\u003e \u003ch2\u003e2.2 Good governance\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe term good governance has many manifestations through individual and institutional dialects. Succinctly, good governance is the process of public sectors governing system towards optimizing public value [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e]. Moreover, [\u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e74\u003c/span\u003e] explained good governance as the episode of virtue administration while countering the evil nature of government functionalities. In a nutshell, extensive studies revealed that public institutions unswerving towards good governance doctrines reduce their administrative costs, decisions are open to public scrutiny, and incumbents carry out their decent actions responsibly [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e], [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. In other words, good governance allows to exercise openness; transcend operational and administrative efficiency; offer swift response to clients request and create sense of responsibility [\u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e], [\u003cspan citationid=\"CR75\" class=\"CitationRef\"\u003e75\u003c/span\u003e]. According to Ethiopian Ministry of Communication and Information Technology, good governance from e-Government perspectives avail SMART (simple, moral, accountable, responsive and transparent) government system [\u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e76\u003c/span\u003e]. Contextually, good governance implies the process in which Ethiopian ministries exercise power to serve the public interest in a transparent, responsive, accountable and efficient manner.\u003c/p\u003e \u003cp\u003eIn essence, accountability allows to oversee the grey areas via monitoring and auditing of government decisions [\u003cspan citationid=\"CR77\" class=\"CitationRef\"\u003e77\u003c/span\u003e], [\u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e78\u003c/span\u003e]; and imposes incumbents to be answerable to their actions [\u003cspan citationid=\"CR79\" class=\"CitationRef\"\u003e79\u003c/span\u003e]. On the other hand, transparency flourish when government publish their decisions and actions clearly and openly to the public [\u003cspan citationid=\"CR77\" class=\"CitationRef\"\u003e77\u003c/span\u003e] and access performance information easily [\u003cspan citationid=\"CR80\" class=\"CitationRef\"\u003e80\u003c/span\u003e]. However, responsiveness requires public sectors to provide quick and appropriate reply to the needs and complaints [\u003cspan citationid=\"CR81\" class=\"CitationRef\"\u003e81\u003c/span\u003e]; as well as to the comments and suggestions of citizens [\u003cspan citationid=\"CR79\" class=\"CitationRef\"\u003e79\u003c/span\u003e]. On the other hand, efficiency allows public institutions to achieve the desired result with the least possible use of resources and effort [\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e], particularly optimum service delivery at minimal cost and time [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e], [\u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e], [\u003cspan citationid=\"CR82\" class=\"CitationRef\"\u003e82\u003c/span\u003e] and rectify bureaucratic bottlenecks through simplifying complex procedures [\u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e73\u003c/span\u003e]. Thus, sound governance materializes when public institutions firmly embed accountability, transparency, responsiveness, and efficiency within their administrative processes.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec5\" class=\"Section2\"\u003e \u003ch2\u003e2.3 Organizational agility\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe concept of agility formerly applied in business environment [\u003cspan citationid=\"CR83\" class=\"CitationRef\"\u003e83\u003c/span\u003e] and recently has become dominant in public institutions [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e] as a response to volatile, uncertain, complex, and ambiguous situations [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e]. In fact, agility is a response of external shocks explained by natural and man-made calamities [\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e] and even beyond times of organizational catastrophes [\u003cspan citationid=\"CR84\" class=\"CitationRef\"\u003e84\u003c/span\u003e]. Accordingly, organizational agility deals with institutions quick ability of sensing and responding approaches to the unanticipated fluctuations of the environment [\u003cspan citationid=\"CR85\" class=\"CitationRef\"\u003e85\u003c/span\u003e] characterized by flexibility, adaptability and continuous improvement [\u003cspan citationid=\"CR86\" class=\"CitationRef\"\u003e86\u003c/span\u003e]. Contextually, organizational agility implies the ability of federal government to sense and seize opportunities and threats along with reconfiguring resource bases to meet the unpredictable demand of their constituents. In a nutshell, the manifestations of agility relies on inspecting opportunities and threats timely [\u003cspan citationid=\"CR87\" class=\"CitationRef\"\u003e87\u003c/span\u003e] redesign its structure and operational processes [\u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e], [\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e], reconfiguring resources [\u003cspan citationid=\"CR88\" class=\"CitationRef\"\u003e88\u003c/span\u003e], anticipation of changes [\u003cspan citationid=\"CR89\" class=\"CitationRef\"\u003e89\u003c/span\u003e], and reacting to clients demand [\u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e90\u003c/span\u003e].\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e"},{"header":"3. Hypotheses Development","content":"\u003cdiv id=\"Sec7\" class=\"Section2\"\u003e \u003ch2\u003e3.1 e-Government Practices and Good Governance\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eCurrently, the means to establish effective good governance relies on the installment of e-Government practices in public institutions [\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e50\u003c/span\u003e]. Studies revealed that e-government platforms influence good governance [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e] such as government transparency, accountability, and efficiency [\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e], [\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e]. Particularly, most recent studies infers that e-Government practices beget good governance qualities such as government transparency [\u003cspan citationid=\"CR81\" class=\"CitationRef\"\u003e81\u003c/span\u003e], public service efficiency [\u003cspan citationid=\"CR82\" class=\"CitationRef\"\u003e82\u003c/span\u003e], responsiveness [\u003cspan citationid=\"CR91\" class=\"CitationRef\"\u003e91\u003c/span\u003e], and curbing corruption in public institutions [\u003cspan citationid=\"CR92\" class=\"CitationRef\"\u003e92\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eStudies indicated that e-Government initiatives upsurges government efficiency by speeding up decision-making processes and reducing excessive bureaucratic silos, minimizing operational time and costs [\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e]. In this manner, government pushes the information to the internet and delivers online service to streamline its administrative silos; minimize administrative costs; and promote government transparency. Additional, through online feedback and complaints mechanism, public sectors augment transparent and accountable government [\u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e67\u003c/span\u003e], [\u003cspan citationid=\"CR77\" class=\"CitationRef\"\u003e77\u003c/span\u003e]. Recent study conducted by [\u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e73\u003c/span\u003e] also noted that integrated online service enables government to be more transparent, accountable and efficient. Besides, seamless integration of various work processes also reduces work pressure and adhere lowest cost and time of completion of tasks [\u003cspan citationid=\"CR93\" class=\"CitationRef\"\u003e93\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eIn this regard, public value theory instigated in 1995 by Moore\u0026rsquo;s seminal work posits that the underpinning operational capabilities of public institutions onus to avail net benefits [\u003cspan citationid=\"CR94\" class=\"CitationRef\"\u003e94\u003c/span\u003e]. In fact, ICTs as organizational asset bases explained via internet of things, cloud computing, and digital platforms is not a value free [\u003cspan citationid=\"CR95\" class=\"CitationRef\"\u003e95\u003c/span\u003e], [\u003cspan citationid=\"CR96\" class=\"CitationRef\"\u003e96\u003c/span\u003e] which yields managerial and democratic values such as transparency, accountability, responsiveness and efficiency [\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e] along with economic and social values [\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e53\u003c/span\u003e] that underscores governance quality. Contextually, e-Government practices are digital platforms that strengthen the application of good governance tenets such as transparency, accountability, responsiveness and efficiency. Correspondingly, emerged trends in empirical literatures noted the e-Government enabled net benefits in public sectors [\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e], [\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e], [\u003cspan additionalcitationids=\"CR97\" citationid=\"CR96\" class=\"CitationRef\"\u003e96\u003c/span\u003e]\u0026ndash;[\u003cspan citationid=\"CR98\" class=\"CitationRef\"\u003e98\u003c/span\u003e]. Therefore, based on the above theoretical support and reviewed literatures, the hypothesis mentioned that:\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003e\u003cspan class=\"InlineEquation\"\u003e\u003cspan class=\"mathinline\"\u003e\\({\\text{H}}_{1}\\)\u003c/span\u003e\u003c/span\u003e\u003c/strong\u003e \u003cp\u003eE-Government practices have positive effects on good governance.\u003c/p\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec8\" class=\"Section2\"\u003e \u003ch2\u003e3.2 Nexus between e-Government practices and organizational agility\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eExtant studies explains that digital technologies strengthens sensing, responding and reconfiguring capabilities through swiftly inspect sudden public events, provide real-time data analysis [\u003cspan citationid=\"CR87\" class=\"CitationRef\"\u003e87\u003c/span\u003e] and demonstrate predictive insights and scenario modeling associated to stakeholders demand [\u003cspan citationid=\"CR99\" class=\"CitationRef\"\u003e99\u003c/span\u003e], [\u003cspan citationid=\"CR100\" class=\"CitationRef\"\u003e100\u003c/span\u003e]. Empirical literatures affirmed that e-government positively influences organizational agility [\u003cspan citationid=\"CR101\" class=\"CitationRef\"\u003e101\u003c/span\u003e]. Even from private sector perspectives, [\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e] also revealed that digitalization through real-time decision making process, flexible resource allocation, and automating of routine tasks can foster agility. Likewise, digitalization enhances organizational agility by improving organization's ability to gather, process, and publicize information rapidly and enable quick decision-making process [\u003cspan citationid=\"CR102\" class=\"CitationRef\"\u003e102\u003c/span\u003e]. Moreover, [\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e] asserted that information technology enhance the agility of public sector organizations through collaborative activities in terms of real-time data processing, and information sharing. This implies, when the going gets tough, the tough get going through ICT-based changes. Therefore, based on the literature reviewed, the hypothesis mentioned that:\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003e\u003cspan class=\"InlineEquation\"\u003e\u003cspan class=\"mathinline\"\u003e\\({\\text{H}}_{2}\\)\u003c/span\u003e\u003c/span\u003e\u003c/strong\u003e \u003cp\u003eE-Government practices have positive effects on organizational agility.\u003c/p\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec9\" class=\"Section2\"\u003e \u003ch2\u003e3.3 The nexus between organizational agility and good governance\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eOrganization\u0026rsquo;s ability to sense, respond and even transform their work process leads to promote good governance tenets. For instance, as noted by [\u003cspan citationid=\"CR89\" class=\"CitationRef\"\u003e89\u003c/span\u003e] agility foster administrative efficiency through a real-time exchange of information. According to [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e] the ability of agile organizations to be flexible and resilient during the crisis of public administration enhances the implementation of good governance tenets in the public sector. In the same vein, organizational agility promote good governance through easily identifying clients demand and making swift decision along with necessary structural adjustments. The ability to sense, seize and reconfigure resources strengthen public service efficiency, accountability, transparency [\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]. Specifically, agility leads to operational efficiency [\u003cspan citationid=\"CR86\" class=\"CitationRef\"\u003e86\u003c/span\u003e]. Comprehensively, organizational agility depicts institutional capabilities to redeploy its resources in the direction of value creation [\u003cspan citationid=\"CR103\" class=\"CitationRef\"\u003e103\u003c/span\u003e]. Therefore, based on the literature reviewed, the hypothesis is formulated as follows:\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003e\u003cspan class=\"InlineEquation\"\u003e\u003cspan class=\"mathinline\"\u003e\\({\\text{H}}_{3}\\)\u003c/span\u003e\u003c/span\u003e\u003c/strong\u003e \u003cp\u003eOrganizational agility has positive effects on good governance.\u003c/p\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec10\" class=\"Section2\"\u003e \u003ch2\u003e3.4 The mediating effects of organizational agility\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eIn an era of dynamic environment, public institutions are expected to be vigilant even beyond times of crisis [\u003cspan citationid=\"CR84\" class=\"CitationRef\"\u003e84\u003c/span\u003e]. According to [\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e] harnessing digital tools increases the efficiency of public institutions through fostering flexibility and adaptation. Similarly, e-Government augments good governance principles through structural adjustments [\u003cspan citationid=\"CR104\" class=\"CitationRef\"\u003e104\u003c/span\u003e]. Agility absorbs the returns of investments driven from digitalization explained via quality governance [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eIn essence, dynamic capabilities theory (DCT) developed by Teece and Pisano in 1994 [\u003cspan citationid=\"CR105\" class=\"CitationRef\"\u003e105\u003c/span\u003e] posits that organizations\u0026rsquo; ability to adapt, integrate, and transform resource bases in the turbulent environment would realize superior advantages over its competitors [\u003cspan citationid=\"CR88\" class=\"CitationRef\"\u003e88\u003c/span\u003e]. Though organizations possess unique resources but lacks dynamic capabilities to renew, the likelihood to yield greater values has been twisted [\u003cspan citationid=\"CR106\" class=\"CitationRef\"\u003e106\u003c/span\u003e]. Fundamentally, superior values can be achieved through operational capabilities accompanied by organizations\u0026rsquo; agile qualities [\u003cspan citationid=\"CR107\" class=\"CitationRef\"\u003e107\u003c/span\u003e]. Correspondingly, technology is internal operational asset that avails superior value in the long run via adaptation to the dynamic environment [\u003cspan citationid=\"CR88\" class=\"CitationRef\"\u003e88\u003c/span\u003e]; and organizations grow into agile value if they orchestrate their unique asset bases [\u003cspan citationid=\"CR101\" class=\"CitationRef\"\u003e101\u003c/span\u003e]. This implies that lower-order information technologies capabilities serve as foundational enablers of higher-order agility that further generates superior values [\u003cspan citationid=\"CR103\" class=\"CitationRef\"\u003e103\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eConsequently, e-Government from the lens of DCT theorized as lower-order capabilities of Ethiopian ministries that scale up towards higher-order agile competencies thereby captivate superior values (i.e. good governance). Accordingly, e-Government platforms enables to store, retrieve and share data to increase the sensing and seizing ability of public institutions that yield quality governance. Indeed, DCT were applied in ICT-related studies in the public institutions [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e], [\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e65\u003c/span\u003e], [\u003cspan citationid=\"CR108\" class=\"CitationRef\"\u003e108\u003c/span\u003e] and firm oriented studies [\u003cspan citationid=\"CR109\" class=\"CitationRef\"\u003e109\u003c/span\u003e]. Consequently, digital technology enables to reconfigure available resources that absorb ambidextrous potentials and further engender good governance doctrines [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e]. Therefore, grounded on the above discussion of theories and literatures, the hypothesis proposed that:\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003e\u003cspan class=\"InlineEquation\"\u003e\u003cspan class=\"mathinline\"\u003e\\({\\text{H}}_{4}\\)\u003c/span\u003e\u003c/span\u003e\u003c/strong\u003e \u003cp\u003eOrganizational agility mediates between e-Government practices and good governance.\u003c/p\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eAccordingly, based on the insights derived from the literature review, the conceptual model for this study was developed, as illustrated in Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003c/div\u003e"},{"header":"4. Methodology","content":"\u003cdiv id=\"Sec12\" class=\"Section2\"\u003e \u003ch2\u003e4.1 Sample and data collection\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe data was collected through both online and offline survey methods from employees of federal ministries in Ethiopia. The study focused on federal ministries, as they are leading adopters of e-Government strategies in Ethiopia. The target population of the study is 4,337 federal employees who are working in seven randomly selected ministries. The sample size was determined using the Kothari formula \u003cspan class=\"InlineEquation\"\u003e\u003cspan class=\"mathinline\"\u003e\\(\\text{n}=\\frac{{\\text{z}}^{2}.\\text{p}.\\text{q}.\\text{N}}{{\\text{e}}^{2}\\left(\\text{N}-1\\right)+{\\text{z}}^{2}.\\text{p}.\\text{q}}\\)\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"InlineEquation\"\u003e\u003cspan class=\"mathinline\"\u003e\\(=\\frac{{1.96}^{2}\\left(0.5\\right)\\left(0.5\\right)\\left(\\text{4,337}\\right)}{{0.05}^{2}\\left(\\text{4,337}-1\\right)+{1.96}^{2}\\left(0.5\\right)\\left(0.5\\right)}\\)\u003c/span\u003e\u003c/span\u003e= 353. By adding 15% non-response rate recovery, the total sample size was 415 employees. From the total distributed self-administered questionnaires, the researcher collected 389 valid responses, which is 93.73% response rate. The data were collected from March 15 to June 10, 2024.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec13\" class=\"Section2\"\u003e \u003ch2\u003e4.2 Measurements of variables\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe researcher extensively examined various empirical studies to construct the questionnaire and undertook a pilot test on 41 employees. After pre-testing and refining the questions; all the responses participating in the pilot test were discarded. Various sources of items has been used to e-Government practices [\u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e69\u003c/span\u003e], [\u003cspan additionalcitationids=\"CR111 CR112\" citationid=\"CR110\" class=\"CitationRef\"\u003e110\u003c/span\u003e]\u0026ndash;[\u003cspan citationid=\"CR113\" class=\"CitationRef\"\u003e113\u003c/span\u003e], organizational agility [\u003cspan citationid=\"CR114\" class=\"CitationRef\"\u003e114\u003c/span\u003e], [\u003cspan citationid=\"CR115\" class=\"CitationRef\"\u003e115\u003c/span\u003e], and good governance [\u003cspan additionalcitationids=\"CR117 CR118\" citationid=\"CR116\" class=\"CitationRef\"\u003e116\u003c/span\u003e]\u0026ndash;[\u003cspan citationid=\"CR119\" class=\"CitationRef\"\u003e119\u003c/span\u003e]. All items were measured based on five point likert scale ranges from 1, = very low extent to 5, = very high extent. Thus, e-Government practices contains four higher order dimensions; which are e-information measured with eight items, e-service measured with eight items, e-participation measured with six items and e-administration measured using five items. Nonetheless, good governance includes four second order constructs which are accountability, transparency, responsiveness and efficiency measured with four items separately. However, organizational agility is explained by first order multi-item manifest with six items. During the pilot study, the Cronbach\u0026rsquo;s alpha results of e-Government practices was (α\u0026thinsp;=\u0026thinsp;0.903), organizational agility (α\u0026thinsp;=\u0026thinsp;0.915) and good governance (α\u0026thinsp;=\u0026thinsp;0.907) which indicated high internal consistency of constructs.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e"},{"header":"5. Data analysis","content":"\u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe study utilized PLS-SEM method due to the presence of hierarchical (first and second-order) dimensions and its suitability for examining predictive associations among manifests, as recommended by [\u003cspan citationid=\"CR120\" class=\"CitationRef\"\u003e120\u003c/span\u003e]. The smart PLS version 4.1.1.4 has been used to test the research hypotheses while JASP employed to analyze the demographic variables and model fit of the data. The exploratory factor analysis (EFA) result indicated that all 49 measured items are loaded under 9 specific constructs, signifying that the data is represented by unidimensional indicators. Furthermore, the Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy scored 0.976 that suggests the sample data is highly suitable for factor analysis and Bartlett\u0026rsquo;s Test of Sphericity had a significant p-value (p\u0026lt;.001) that indicates the correlation is not explained by identity matrix. Also, the data were collected from single source thereby the common method bias was checked via the inner model of full collinearity, and the result was less than 3.3, which lacks neurotic collinearity, as recommended by [\u003cspan citationid=\"CR121\" class=\"CitationRef\"\u003e121\u003c/span\u003e].\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cdiv id=\"Sec15\" class=\"Section2\"\u003e \u003ch2\u003e5.1 Demographic characteristics\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe data were collected from slightly different gender compositions, age groups, educational levels, work experience and positions to obtain sufficient data as presented in Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e below.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eProfile of the respondents (N\u0026thinsp;=\u0026thinsp;389)\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"4\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e \u003cp\u003eDemographic variables\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eFrequency\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003ePercentage\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003eGender\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eFemale\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e164\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e42.2\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eMale\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e225\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e57.8\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"3\" rowspan=\"4\"\u003e \u003cp\u003eAge groups in years\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e18\u0026ndash;25\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e61\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e15.7\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e26\u0026ndash;35\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e158\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e40.6\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e36\u0026ndash;45\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e126\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e32.4\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u0026gt;\u0026thinsp;45\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e44\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e11.3\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"3\" rowspan=\"4\"\u003e \u003cp\u003eEducation\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eDiploma \u0026amp; Below\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e20\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e5.1\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eDegree\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e262\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e67.4\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eMaster\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e104\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e26.7\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003ePhD\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.8\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"3\" rowspan=\"4\"\u003e \u003cp\u003eExperience in years\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u0026lt;=5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e88\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e22.6\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e6\u0026ndash;10\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e136\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e35.0\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e11\u0026ndash;15\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e114\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e29.3\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u0026gt;=16\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e51\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e13.1\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"2\" rowspan=\"3\"\u003e \u003cp\u003ePosition\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eExpert \u0026amp; below\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e148\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e38.0\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eSenior expert\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e189\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e48.6\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTeam leader \u0026amp; above\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e52\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e13.4\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec16\" class=\"Section2\"\u003e \u003ch2\u003e5.2 The measurement model\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe measurement model was assessed based on disjoint two-stage approach. At stage one, the first-order constructs related to multi-collinearity, indicator reliability, internal consistency, and constructs validity was checked (See Table \u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e \u0026amp; \u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e). The first-order indicators VIF value was analyzed and its score designates below the recommended value of 5 [\u003cspan citationid=\"CR122\" class=\"CitationRef\"\u003e122\u003c/span\u003e]. The factor loadings of each indicator; the Cronbach\u0026rsquo;s alpha (α) score; and composite reliability for each construct were greater than a cut-off value of 0.7, as recommended by [\u003cspan citationid=\"CR122\" class=\"CitationRef\"\u003e122\u003c/span\u003e]. Also, convergent validity was confirmed through average variance extracted (AVE) that qualified the lower limit of 0.5. Alongside the Fornell-Larcker Criterion, the discriminant validity of the constructs was assessed using the Heterotrait-Monotrait Ratio (HTMT), which scored below the recommended threshold of 0.9 [\u003cspan citationid=\"CR122\" class=\"CitationRef\"\u003e122\u003c/span\u003e] thereby discriminant validity was not a problem. On the other hand, the model fit of the data shown that χ\u0026sup2;/df\u0026thinsp;=\u0026thinsp;13.45, p=.427 GFI\u0026thinsp;=\u0026thinsp;0.901, CFI\u0026thinsp;=\u0026thinsp;0.999, NFI\u0026thinsp;=\u0026thinsp;0.931, TLI\u0026thinsp;=\u0026thinsp;0.999, RMSEA\u0026thinsp;=\u0026thinsp;0.04, SRMR\u0026thinsp;=\u0026thinsp;0.025 were also qualified as suggested by [\u003cspan citationid=\"CR123\" class=\"CitationRef\"\u003e123\u003c/span\u003e].\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eLower order measurement model assessment\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"7\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eConstructs\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eIndicators\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eOuter loadings\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eΑ\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eCR\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003eAVE\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003eVIF\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eAccountability\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.906\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.920\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.943\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.807\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e3.205\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.892\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.852\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.894\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.952\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.900\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e3.035\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eE-Administration\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEA1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.899\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.909\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.933\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.735\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e3.237\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEA2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.779\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e1.845\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEA3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.860\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.525\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEA4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.857\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.552\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEA5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.887\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e3.039\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eEfficiency\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEF1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.901\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.915\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.940\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.796\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e3.119\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEF2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.860\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.380\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEF3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.890\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.790\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEF4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.918\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e3.591\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eE-Information\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEI1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.815\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.921\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.936\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.645\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.409\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEI2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.760\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e1.960\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEI3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.842\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.590\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEI4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.760\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e1.980\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEI5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.785\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.127\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEI6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.850\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.818\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEI7\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.781\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.084\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEI8\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.828\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.550\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eE-Participation\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEP1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.810\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.899\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.923\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.665\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.113\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEP2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.793\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e1.987\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEP3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.801\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.084\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEP4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.814\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.161\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEP5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.818\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.129\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEP6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.857\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.564\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eE-Service\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eES1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.844\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.921\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.936\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.645\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.651\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eES2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.787\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.136\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eES3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.774\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.034\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eES4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.734\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e1.882\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eES5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.776\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.059\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eES6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.795\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.152\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eES7\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.830\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.494\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eES8\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.877\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e3.184\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOA1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.860\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.913\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.932\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.696\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.764\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOA2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.832\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.327\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOA3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.811\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.150\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOA4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.843\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.465\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOA5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.811\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.236\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOA6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.848\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.605\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eResponsiveness\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eR1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.906\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.922\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.945\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.811\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e3.243\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eR2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.899\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.980\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eR3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.890\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.847\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eR4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.908\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e3.246\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eTransparency\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eT1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.921\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.917\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.941\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.801\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e3.753\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eT2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.865\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.413\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eT3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.884\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.752\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eT4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.908\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e3.333\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003ctfoot\u003e \u003ctr\u003e\u003ctd colspan=\"7\"\u003eNote. OA: Organizational Agility, α: Cronbach\u0026rsquo;s alpha, CR: composite reliability, AVE: average variance extracted, VIF: variance inflation factor.\u003c/td\u003e\u003c/tr\u003e \u003c/tfoot\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eAt stage two, the latent variable scores of first-order constructs were obtained and used as proxy for second-order constructs explained by e-Government practices, and good governance, however; organizational agility persists with its first order values. Thus, second-order constructs of e-Government practices and good governance comprises four lower-order reflective constructs separately. As explained in Table \u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e, the second-order reflective constructs VIF value was below the recommended cut-off point of 5 [\u003cspan citationid=\"CR122\" class=\"CitationRef\"\u003e122\u003c/span\u003e]. Additionally, the second-order constructs had outer loadings above minimum threshold of 0.7. Furthermore, the discriminant validity measured by HTMT was below 0.9, and the results from the Fornell-Larcker criterion were also confirmed. In Tables \u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e and \u003cspan refid=\"Tab5\" class=\"InternalRef\"\u003e5\u003c/span\u003e, the bold numbers on the diagonal of the tables represent the Fornell-Larcker Criterion, while the non-bold values on the right side indicate the HTMT value. This entails that, similar to first-order latent variables, second-order constructs were also verified.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eFirst-order constructs discriminant validity (Fornell-Larcker Criterion \u0026amp; HTMT)\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"10\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c10\" colnum=\"10\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003eA\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eEA\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eEF\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eEI\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003eEP\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003eES\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c8\"\u003e \u003cp\u003eOA\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c9\"\u003e \u003cp\u003eR\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c10\"\u003e \u003cp\u003eT\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003e\u003cb\u003e0.898\u003c/b\u003e\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.591\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.654\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003e0.624\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.632\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003e0.610\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c8\"\u003e \u003cp\u003e0.726\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c9\"\u003e \u003cp\u003e0.714\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c10\"\u003e \u003cp\u003e0.666\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eEA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.541\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e\u003cb\u003e0.858\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.628\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.794\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.792\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e0.696\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c8\"\u003e \u003cp\u003e0.666\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c9\"\u003e \u003cp\u003e0.671\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c10\"\u003e \u003cp\u003e0.667\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eEF\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.600\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.574\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003e0.892\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.647\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.684\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e0.636\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c8\"\u003e \u003cp\u003e0.737\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c9\"\u003e \u003cp\u003e0.734\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c10\"\u003e \u003cp\u003e0.744\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eEI\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.576\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.729\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.596\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e\u003cb\u003e0.803\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.786\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e0.749\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c8\"\u003e \u003cp\u003e0.672\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c9\"\u003e \u003cp\u003e0.659\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c10\"\u003e \u003cp\u003e0.687\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eEP\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.576\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.718\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.622\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.716\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e\u003cb\u003e0.816\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e0.739\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c8\"\u003e \u003cp\u003e0.717\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c9\"\u003e \u003cp\u003e0.685\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c10\"\u003e \u003cp\u003e0.675\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eES\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.563\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.639\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.585\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.691\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.675\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e\u003cb\u003e0.803\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c8\"\u003e \u003cp\u003e0.685\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c9\"\u003e \u003cp\u003e0.631\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c10\"\u003e \u003cp\u003e0.654\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.667\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.609\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.673\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.619\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.651\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e0.630\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c8\"\u003e \u003cp\u003e\u003cb\u003e0.834\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c9\"\u003e \u003cp\u003e0.759\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c10\"\u003e \u003cp\u003e0.742\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eR\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.657\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.616\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.674\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.609\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.625\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e0.582\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c8\"\u003e \u003cp\u003e0.697\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c9\"\u003e \u003cp\u003e\u003cb\u003e0.901\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c10\"\u003e \u003cp\u003e0.736\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eT\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.612\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.610\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.682\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.632\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.614\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e0.601\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c8\"\u003e \u003cp\u003e0.680\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c9\"\u003e \u003cp\u003e0.677\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c10\"\u003e \u003cp\u003e\u003cb\u003e0.895\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003ctfoot\u003e \u003ctr\u003e\u003ctd colspan=\"10\"\u003eNote. A: accountability, EA: e-administration, EF: efficiency, EI: e-information, EP: e-participation, ES: e-service, R: responsiveness, T: transparency\u003c/td\u003e\u003c/tr\u003e \u003c/tfoot\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eValidating second-order constructs measurement model\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"7\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eLatent variables\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eItems\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eOuter loadings\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eΑ\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eCR\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003eAVE\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003eVIF\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eE-Government\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eES\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.855\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.901\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.931\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.771\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.243\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003ePractices\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.877\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.623\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEP\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.888\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.677\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEI\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.893\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.838\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGood Governance\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEF\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.860\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.882\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.918\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.738\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.288\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.831\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.002\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eR\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.878\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.467\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eT\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.866\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e \u003cp\u003e2.333\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab5\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 5\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eSecond-order constructs validation (Fornell-Larcker Criterion and HTMT)\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"4\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eConstructs\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEG\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eGG\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eOA\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eEG\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e\u003cb\u003e0.878\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.885\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.786\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGG\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.789\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e\u003cb\u003e0.859\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.881\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.715\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.791\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003e0.834\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003ctfoot\u003e \u003ctr\u003e\u003ctd colspan=\"4\"\u003eNote. EG: e-Government practices, GG: Good governance\u003c/td\u003e\u003c/tr\u003e \u003c/tfoot\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec17\" class=\"Section2\"\u003e \u003ch2\u003e5.3 The structural model\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eAfter validating the measurement model, the first phase of structural model involves testing for multi-collinearity using VIF. As indicated in Table \u003cspan refid=\"Tab6\" class=\"InternalRef\"\u003e6\u003c/span\u003e, all VIF values are below the recommended cut-off point of 3 [\u003cspan citationid=\"CR124\" class=\"CitationRef\"\u003e124\u003c/span\u003e]. Furthermore, the model quality of endogenous constructs explained by in-sample explanatory power (R\u0026sup2;) and out-sample predictive relevance (Q\u0026sup2;) also tested. As explained in Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e, the coefficient of determination (R\u0026sup2;) value of good governance was 0.728, which means 72.8% of the variance in good governance was explained by both EG and OA while, 51.1% of the change in OA was accounted for by EG alone. Accordingly, the R\u0026sup2; value of OA and GG was between 50% and 75%, which inferred the model had moderate explanatory power, accordingly [\u003cspan citationid=\"CR124\" class=\"CitationRef\"\u003e124\u003c/span\u003e]. Similarly, the effect sizes (f2) of all the exogenous constructs are greater than 0.35, which denotes large contribution towards the change in R\u003csup\u003e2\u003c/sup\u003e values. Moreover, through cross-validated redundancy method, Q\u0026sup2; predictive relevance of GG and OA was 0.621 and 0.506 respectively, which is greater than 0.5, thereby the path model had large predictive accuracy that further supports the robustness of the proposed model, as suggested by [\u003cspan citationid=\"CR124\" class=\"CitationRef\"\u003e124\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eSubsequently, the predetermined hypotheses were tested using 5,000 resample bootstrapping procedures and the result revealed that e-Government practices has significant positive influence on good governance (β\u0026thinsp;=\u0026thinsp;0.459, t\u0026thinsp;=\u0026thinsp;9.98, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001) and organizational agility (β\u0026thinsp;=\u0026thinsp;0.715, t\u0026thinsp;=\u0026thinsp;26.203, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001). Moreover, organizational agility positively and significantly influences good governance (β\u0026thinsp;=\u0026thinsp;0.463, t\u0026thinsp;=\u0026thinsp;10.352, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001). Thus, in addition to its significant path coefficients, zero is not bounded by lower and upper confidence interval, thereby the direct effect hypothesized via H\u003csub\u003e1\u003c/sub\u003e, H\u003csub\u003e2\u003c/sub\u003e, and H\u003csub\u003e3\u003c/sub\u003e are statistically supported. As far as the effect size and path coefficients are significant in the predicted direction, nomological validity remains upheld.\u003c/p\u003e \u003cp\u003eFurthermore, the mediation effects of organizational agility between e-Government practices and good governance also tested. The total effects of e-Government practices towards good governance was significant (β\u0026thinsp;=\u0026thinsp;0.789, t\u0026thinsp;=\u0026thinsp;40.652, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001). Furthermore, as shown in Table \u003cspan refid=\"Tab6\" class=\"InternalRef\"\u003e6\u003c/span\u003e, organizational agility positively mediates between this relationship (β\u0026thinsp;=\u0026thinsp;0.331, t\u0026thinsp;=\u0026thinsp;9.007, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001). Nevertheless, after introducing the OA, the direct effect was meaningfully reduced but remains significant (β\u0026thinsp;=\u0026thinsp;0.459, t\u0026thinsp;=\u0026thinsp;9.98, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001) thereby, OA explains 41.9% of the variance accounted for (VAF) in the relationship between EG and GG. Thus, the mediation analysis shows that OA not only has an independent influence on GG but also explains additional variability beyond what EG alone does. So far, direct and indirect effects are significant with similar (positive) sign, OA plays complementary partial mediation role, as suggested by [\u003cspan citationid=\"CR125\" class=\"CitationRef\"\u003e125\u003c/span\u003e]. Thus, H\u003csub\u003e4\u003c/sub\u003e also statistically supported.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab6\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 6\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003ePath coefficients and significance testing\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"13\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c10\" colnum=\"10\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c11\" colnum=\"11\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c12\" colnum=\"12\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c13\" colnum=\"13\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003eHypothesis\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"2\" morerows=\"1\" nameend=\"c3\" namest=\"c2\" rowspan=\"2\"\u003e \u003cp\u003eΒ\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"2\" morerows=\"1\" nameend=\"c5\" namest=\"c4\" rowspan=\"2\"\u003e \u003cp\u003et-value\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c8\" namest=\"c6\"\u003e \u003cp\u003e95% CI\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c9\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003eVIF\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c10\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003ef\u003csup\u003e2\u003c/sup\u003e\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c11\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003e\u003cem\u003eP\u003c/em\u003e\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c12\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003eDecision\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c13\" morerows=\"1\" rowspan=\"2\"\u003e \u003cp\u003eConclusion\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003ctr\u003e \u003cth align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003eLCI\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c8\"\u003e \u003cp\u003eUCI\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e \u003cp\u003eH\u003csub\u003e1\u003c/sub\u003e: EG -\u0026gt; GG\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.459\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e \u003cp\u003e9.98\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c8\" namest=\"c7\"\u003e \u003cp\u003e[0.382, 0.534]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e2.044\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e0.379\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003eSupported\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e \u003cp\u003eH\u003csub\u003e2\u003c/sub\u003e: EG -\u0026gt; OA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.715\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e \u003cp\u003e26.203\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c8\" namest=\"c7\"\u003e \u003cp\u003e[0.668, 0.757]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e1.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e1.044\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003eSupported\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e \u003cp\u003eH\u003csub\u003e3\u003c/sub\u003e: OA -\u0026gt; GG\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.463\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e \u003cp\u003e10.352\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c8\" namest=\"c7\"\u003e \u003cp\u003e[0.388, 0.536]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003e2.044\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e0.385\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003eSupported\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e \u003cp\u003eH\u003csub\u003e4\u003c/sub\u003e: EG-\u0026gt; OA -\u0026gt;GG\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.331\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e \u003cp\u003e9.007\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c8\" namest=\"c7\"\u003e \u003cp\u003e[0.271, 0.392]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c11\"\u003e \u003cp\u003e.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c12\"\u003e \u003cp\u003eSupported\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c13\"\u003e \u003cp\u003ePartial mediation\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003ctfoot\u003e \u003ctr\u003e\u003ctd colspan=\"13\"\u003eNote. LCI, lower confidence interval; UCI, upper confidence interval\u003c/td\u003e\u003c/tr\u003e \u003c/tfoot\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003c/div\u003e"},{"header":"6. Discussion","content":"\u003cp\u003eThis study has examined the nexus among e-Government practices, organizational agility and good governance in Ethiopian ministries. Accordingly, the framework has been developed based on joint aspects of public value theory and dynamic capabilities theories, wherein the findings confirm the given theoretical underpinnings in various ways.\u003c/p\u003e \u003cp\u003eFirst, the findings asserted that e-Government practices (e-information, e-service, e-participation, and e-administration) positively and significantly predict good governance aspects (transparency, accountability, responsiveness, and efficiency). The finding suggests that, federal ministries that implement e-Government practices can push information to the internet whereby users can access up-to-date and accurate government policies, rules and regulations in turn enhance good governance principles via lessen administrative costs and saving valuable time; speeding up decision-making processes; and makes ease of monitoring government activities in a real-time. Moreover, e-Government practices facilitate online service and transactions in turn minimize the time taken during service queues; costs related to transportation and filing; and easily track service requests. Also, e-Government platforms provide online feedback; comments and policy consultations thereby enhance transparency and accountability through user involvement in the policy related decision-making process. Moreover, one-stop contact and interoperability with internal and external entities minimizes cost and time taken to access service and information; lessen administrative bottleneck thereby sound government easily realized. Hence, e-government practices in Ethiopia promote good governance through reducing operational costs; quick respond to clients request; eliminating administrative silos; and publicly access and audit government performance. This findings are similar with [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e], [\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e], [\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e] that confirms e-Government platforms allow to promote transparency, accountability, and efficiency. This implies e-government practices enhance access to information, deliver omnipresent service, facilitate communication, and engender system integration, thereby improve good governance principles elucidated via transparency, accountability, efficiency and responsiveness. This finding aligns with public value theory, posits that organizational capabilities enlightened through e-Government practices instigate net benefits reflected in managerial values such as efficiency, transparency, responsiveness and accountability [\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]. This suggests that when Ethiopian ministries rub on maneuverable e-Government strategies, good governance canons are more likely flourished.\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003cp\u003eSecond, e-government practices positively influence organizational agility. Through e-Government platforms, Ethiopian ministries gather comments and feedback thereby easily sense, and seize the fickle demands of their constituents. In other word, e-Government tools support ministries to swiftly inspect sudden public events, acting promptly, provide real-time decision, and redesign operational functions. The result suggests that e-government practices allow ministries to adjust their structures and work process; reconfigure and evaluate available resources; detect and monitor institutional opportunities and threats. This findings are similarly asserted by [\u003cspan citationid=\"CR87\" class=\"CitationRef\"\u003e87\u003c/span\u003e], [\u003cspan citationid=\"CR101\" class=\"CitationRef\"\u003e101\u003c/span\u003e] in which e-Government practices are convenience to collect speedy information and process real-time data that promotes agility in the turbulent environment. This result indicates that federal ministries that extensively implement e-Government initiatives are more likely to forecast uncertainty, grip volatility, crack complexity, and handle ambiguity.\u003c/p\u003e \u003cp\u003eThird, organizational agility positively predicts good governance. Agility in the federal institutions of Ethiopia relies on collecting information from enormous stakeholders to easily sense, and respond to the dynamic work environment. The result revealed that when employees perceive that their institution swiftly sense and interpret information, they promote good governance principles. Specifically, this finding is similar with [\u003cspan citationid=\"CR86\" class=\"CitationRef\"\u003e86\u003c/span\u003e] in which flexible organization adhere institutional efficiency. Moreover, the findings asserted that when ministries are agile, they are more likely reduce bureaucratic inertia, and ratify transparency and accountability, as similarly asserted by [\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]. This infers that the higher institutional ability to anticipate volatile, uncertain, complex, and ambiguous circumstances, the more likely to flourish efficient, transparent, accountable, and transparent government. Similar result also noted by [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e] when public institutions engage in structural flexibility and high adaptation to the turbulent environment they promote good governance doctrines.\u003c/p\u003e \u003cp\u003eThe findings further revealed that organizational agility mediates between e-Government practices and good governance. The result supported that good governance practices significantly improve via e-Government practices when Ethiopian ministries are highly engaged in sensing, interpreting and responding to the dynamic environment. Similarly, [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e], [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e] asserted that digital technologies are drivers of organizational agility which create superior values. The present findings also confirmed that if ministries address the fickle demands of their stakeholders through creating flexible structure, and readjusting available resources, they have opportunity to leap up good governance. The study demonstrated that e-Government practices initiate public institutions to exploit their available resources along with exploration of untaken opportunities and tackle threats proactively in turn promotes good governance aspects. This analysis support the dynamic capabilities theory which suggests that e-Government strategies as operational capabilities enable to sense and seize environmental opportunities in turn enhance good governance tenets. This implies that the effect of e-Government practices on good governance does not occur directly alone; rather, e-Government practices advances organizational agility, which in turn leads to improvement in good governance. Therefore, the mediation results indicate that strengthening organizational agility is vital for translating e-Government practices into improved good governance performance.\u003c/p\u003e"},{"header":"7. Conclusion and Future Directions","content":"\u003cdiv id=\"Sec20\" class=\"Section2\"\u003e \u003ch2\u003e7.1 Conclusion\u003c/h2\u003e \u003cp\u003eAmidst increasing environmental turbulence, e-Government practices potentially emerged as a promising remedy to reinvent administrative structures in public governance landscape. Building strong public institutions, central to sustainable development goal 16, is reflected in transparent, corruption-free, responsive, and accountable governance systems, which can be substantially facilitated through deployment of e-Government strategies. However, evidence regarding the relationship between e-Government practices and good governance is not yet definitive. This study aims to discourse the paradox between e-Government practices and good governance by incorporating organizational agility in Ethiopian context. To this end, the data were collected from employees of federal ministries and the result revealed that the virtue of e-Government practices was meaningfully advanced towards good governance canons when public organizations swiftly reconfigure with volatile, uncertain, complex and ambiguous (VUCA) situations. In essence, this nomological relationship between e-Government practices and organizational agility fundamentally yields synergistic effects towards good governance whereby cutting-edge digital technologies vividly reduces a culture of impunity. Accordingly, digital technologies leverage good governance tenets through access to information; convenience service; back-end integration; and communication across various actors. However, the evidence suggests that e-Government practices may not sufficiently enhance good governance doctrines unless it is supported by improvements in organizational agility.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec21\" class=\"Section2\"\u003e \u003ch2\u003e7.1 Implications\u003c/h2\u003e \u003cp\u003eThe findings provide solid theoretical implications and practical contributions for managers and policy makers in various ways.\u003c/p\u003e \u003cdiv id=\"Sec22\" class=\"Section3\"\u003e \u003ch2\u003e7.2.1 Theoretical Implications\u003c/h2\u003e \u003cp\u003eFirst, this study addresses the call for [\u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e] for considering e-Government studies from the lens of providers. To this point, the study was conducted from employees\u0026rsquo; perspectives in ministries of Ethiopia; thereby the finding contributes by broadening the emerging body of literature on the relationship between e-Government practices and good governance.\u003c/p\u003e \u003cp\u003eSecond, previous empirical studies explain mixed findings on the relationship between e-Government practices and good governance. Consequently, this study contributes to fill these unclear empirical findings through uncovering the concealed indirect role of organizational agility between e-Government practices and good governance. In essence, the result further broadens the knowledge of public management domains by considering e-Government practices and organizational agility as mutually reinforcing drivers of good governance doctrines.\u003c/p\u003e \u003cp\u003eThird, the public value and dynamic capabilities theory serves as underpinning frameworks to expand the existing empirical literature, previously neglecting their combined applications. Through the lens of the aforementioned theories, the study expands the existing knowledge via integrating e-Government practices and good governance, highlighting the mediating effects of organizational agility in the context of Ethiopian ministries. This insights a new lens for understanding how public sectors create value by focusing on the ability to change, not just merely on possessing valuable assets. In doing so, the study empirically validate a conceptual model by examining the linkage among e-Government practices, organizational agility and good governance.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec23\" class=\"Section3\"\u003e \u003ch2\u003e7.2.2 Practical Contributions\u003c/h2\u003e \u003cp\u003eFirst, when public institutions transform from street to screen-level bureaucracy, managers yield data-driven decision making. This might strategically leverage e-Government practices that further improve sound governance. In other way, effective e-government implementation enables to achieve sustainable development goal 16 through strengthening institutional capacity, improve transparency, reduce corruption, and ensure responsiveness at all levels of government arms. Particularly, these outcomes further flourished when public institutions strengthen organizational agility, as it acts as a conduit through which e-Government practices can effectively improve good governance doctrines.\u003c/p\u003e \u003cp\u003eSecond, as the changing demand of public sector entities deepens, an effective e-Government initiative requires continuous improvement than a one-size-fits-all approach. Consequently, it call for managerial intervention to adapt robust technologies, including, but not limited to, artificial intelligence, block chain, internet of things and cloud computing that further cherish good governance canons.\u003c/p\u003e \u003cp\u003eFinally, the result enables policy makers\u0026rsquo; to recognize areas for improvement thereby develop legal frameworks to integrate e-Government strategies within existing governance structure. In essence, policy makers should recognize that investments in e-Government strategies alone may not automatically translate into tangible governance outcomes unless accompanied by deliberate efforts to strengthen organizational agility. Thus, policy makers should formulate clear long-term e-government strategies aligned with agile capabilities to ensure SMART (simple, moral, accountable, responsive, and transparent) government across public sectors.\u003c/p\u003e \u003c/div\u003e \u003c/div\u003e \u003cdiv id=\"Sec24\" class=\"Section2\"\u003e \u003ch2\u003e7.3 Limitations and Future Directions\u003c/h2\u003e \u003cp\u003eThe study mainly focuses on quantitative approach via collecting survey data from employees of ministries in Ethiopia. So far, the study expands sample sizes to offset participant attrition, future investigations remain encouraged towards mixed research approaches that might enhance the generalizability of the findings. A further limitation lies in the cross sectional nature of the data, which restricts causal inferences; therefore, future studies are encouraged to employ longitudinal design to provide deeper validation of the results. Finally, the result revealed that organizational agility has a complementary partial mediation role in the context of Ethiopian ministries, thereby future studies further explore alternative intervening variables for more comprehensive understanding of the link between e-Government practices and good governance.\u003c/p\u003e \u003c/div\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eAuthors' Contributions\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThis manuscript is derived from the PhD dissertation research conducted by Mulusew Guangul under the academic supervision of Dr. Tesfaye Debela (Associate Professor) and Dr. Zerihun Duressa. Mulusew Guangul conceived the study, designed the research framework, collected and analysed the data, and drafted the manuscript. Dr. Tesfaye Debela (Associate Professor) supervised the study and provided critical revisions to improve the theoretical foundation, methodology, and overall quality of the manuscript. Dr. Zerihun Duressa also provided academic guidance and reviewed the manuscript.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eClinical trial number\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eNot applicable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent to publish declaration\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eNot applicable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEthics approval and accordance\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe study received ethical approval from the Ethiopian public service university ethics committee in the approval number RAD/032/2026 on 03 March 2026. All research procedures were performed in accordance with the ethical guidelines and regulations of Ethiopian Public Service University and the principles outlined in the Declaration of Helsinki.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent to participate\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe research was conducted through anonymous survey, with no collection of personal identifiers or any sensitive data. Informed consent was obtained from all participants. Participation was entirely voluntary, and all respondents were informed about the purpose of the study, data confidentiality, and their right to withdraw at any time.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFunding\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe authors state that no financial support, grants, or other assistance was received.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDeclarations of Competing Interests\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe authors affirm that there are no conflicting interests to influence the results.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAvailability of Data\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe data that support the finding of this study are avilable by the corresponding author upon a reasonable request.\u0026nbsp;\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eUnited Nations. 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Switzerland: Springer Nature Switzerland, 2021. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1007/978-3-030-80519-7\u003c/span\u003e\u003cspan address=\"10.1007/978-3-030-80519-7\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"discover-sustainability","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"disu","sideBox":"Learn more about [Discover Sustainability](https://www.springer.com/43621)","snPcode":"","submissionUrl":"","title":"Discover Sustainability","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Discover Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true},"keywords":"e-Government practices, organizational agility, good governance, Ethiopian ministries","lastPublishedDoi":"10.21203/rs.3.rs-8950068/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-8950068/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eIn recent times, public institutions rely on digital technologies; however, their effectiveness in achieving intended outcomes remains uncertain. The study aims to bridge this gap by investigating the nexus between e-Government practices and good governance in Ethiopian ministries, highlighting the mediating role of organizational agility. The data were collected using simple random sampling technique from 389 employees working in Ethiopian ministries. The descriptive statistics and the model fit were done via Jeffery\u0026rsquo;s amazing statistics program (JASP) while the proposed hypotheses were tested through partial least square structural equation modeling (PLS-SEM). The results confirm that e-Government practices exert a statistically significant positive effect on organizational agility and good governance. In turn, organizational agility significantly influences good governance. Furthermore, organizational agility explains 41.9% of the variance accounted for (VAF) on the direct paths, thereby signifies a complementary partial mediation role. The result underscores organizational agility functions as a vital conduit linking e-Government practices into good governance, underlining its role to the attainment of sustainable development goal 16. The novelty of the study stems from its integrative application of public value and dynamic capabilities theories, which broadens the empirical literature by providing deeper insights into e-government practices and organizational agility as co-evolving drivers of good governance. Moreover, policy makers and practitioners in Ethiopian ministries are expected to consider structural flexibility, mitigate administrative inertia, and proactively integrate emerging technologies to fully leverage the advantages engendered by e-Government practices.\u003c/p\u003e","manuscriptTitle":"Unveiling Good Governance through e- Government Practices and Organizational Agility in Ethiopian Ministries","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2026-04-20 19:44:21","doi":"10.21203/rs.3.rs-8950068/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"reviewerAgreed","content":"199920907987847936395401296354537767358","date":"2026-05-14T10:59:42+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-04-27T09:07:17+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"312098027092771800921659995539617475866","date":"2026-04-22T09:38:40+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-04-16T02:29:59+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"33825679220595534028781070030116703492","date":"2026-04-13T03:39:35+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"338603493660879591839177510970854245087","date":"2026-04-11T08:21:56+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2026-04-09T05:17:46+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2026-03-26T01:17:53+00:00","index":"","fulltext":""},{"type":"editorInvited","content":"","date":"2026-03-17T13:15:47+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2026-03-14T15:38:39+00:00","index":"","fulltext":""},{"type":"submitted","content":"Discover Sustainability","date":"2026-03-14T15:32:55+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"discover-sustainability","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"disu","sideBox":"Learn more about [Discover Sustainability](https://www.springer.com/43621)","snPcode":"","submissionUrl":"","title":"Discover Sustainability","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Discover Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"ba1164ba-e52f-435c-a26d-bcb885b9eaf5","owner":[],"postedDate":"April 20th, 2026","published":true,"recentEditorialEvents":[{"type":"reviewerAgreed","content":"199920907987847936395401296354537767358","date":"2026-05-14T10:59:42+00:00","index":75,"fulltext":""}],"rejectedJournal":[],"revision":"","amendment":"","status":"under-review","subjectAreas":[],"tags":[],"updatedAt":"2026-04-20T19:44:21+00:00","versionOfRecord":[],"versionCreatedAt":"2026-04-20 19:44:21","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-8950068","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-8950068","identity":"rs-8950068","version":["v1"]},"buildId":"XKTyCvWXoU3ODBz1xrDgd","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}