E-DEMOCRACY PROJECT AS ORGANIZATIONAL CHANGE

The introduction of e-democracy projects may entail deep institutional change, and how the change processes are organized may determine the likelihood of success. The article discuss the choice of change models in two municipalities in Denmark and Norway and and demonstrates how change Models influence subsequent goal achievement. A central finding is that successful change Models must take account of the role of individual change agents, while adherence to a rigid project logic may become a barrier to flexible adaptation to changing local circumstances.