The Mediating Role of Governance Structure on E‐Governance Performance: Evidence From Malawi's Local Government Article Swipe
Li Jing
,
Salim Rhajaboo Jana
,
Bikram Biswas
·
YOU?
·
· 2025
· Open Access
·
· DOI: https://doi.org/10.1002/isd2.70046
YOU?
·
· 2025
· Open Access
·
· DOI: https://doi.org/10.1002/isd2.70046
E‐governance is widely recognized as a tool for enhancing transparency, efficiency, and accountability in public service. This study examines the mediation effect of Governance Structure (GS) on the relationship between e‐governance (EGOV) and Governance Performance (GP) in Malawi's local governments. DeLone and McLean IS Success Model (ISSM) using Information Quality (IQ), Service Quality (SQ), and System Quality (SYQ) is applied. Data from 266 respondents under the ministry of Local Government Assemblies (LGAs) and related agencies was collected and analyzed quantitatively using Structural Equation Modeling (SEM) in SmartPLS‐SEM (version 4.1.0.3). Measurement validity and reliability were established (e.g., AVE > 0.50; α > 0.70). The results of this study indicate that IQ, SQ, and SYQ each positively influence GS; GS, in turn, strongly predicts GP. Only IQ exhibits a significant direct effect on GP. Mediation tests confirm significant indirect effects from IQ, SQ, and SYQ to GP via GS ( t = 4.782; 3.744; 2.440, respectively). These findings advance ISSM by identifying GS as a novel mediator of EGOV within a socio‐technical perspective. It is also empirically proven that social factors are as important as technical factors for the success of any information system. Policy implications include budgetary and investment policies in technology, institutionalizing cross‐departmental coordination, capacity building and change management to translate digital systems into tangible governance gains. The study is unique in Least Developed Countries (LDCs) and new in the Malawi context offering empirical evidence of a transferable framework for aligning digital reforms with structural setup in resource‐constrained economies. This also provides the understanding that technology is not a total substitution for labor but a complement for effective, efficient and inclusive public service delivery.
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- Landing Page
- https://doi.org/10.1002/isd2.70046
- https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/isd2.70046
- OA Status
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- References
- 74
- OpenAlex ID
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All OpenAlex metadata
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https://openalex.org/W4416302450Canonical identifier for this work in OpenAlex
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https://doi.org/10.1002/isd2.70046Digital Object Identifier
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The Mediating Role of Governance Structure on E‐Governance Performance: Evidence From Malawi's Local GovernmentWork title
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articleOpenAlex work type
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enPrimary language
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2025Year of publication
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2025-11-16Full publication date if available
- Authors
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Li Jing, Salim Rhajaboo Jana, Bikram BiswasList of authors in order
- Landing page
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https://doi.org/10.1002/isd2.70046Publisher landing page
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https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/isd2.70046Direct link to full text PDF
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YesWhether a free full text is available
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bronzeOpen access status per OpenAlex
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https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/isd2.70046Direct OA link when available
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0Total citation count in OpenAlex
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| abstract_inverted_index.positively | 115 |
| abstract_inverted_index.recognized | 4 |
| abstract_inverted_index.structural | 245 |
| abstract_inverted_index.technology | 256 |
| abstract_inverted_index.Information | 49 |
| abstract_inverted_index.Measurement | 90 |
| abstract_inverted_index.Performance | 35 |
| abstract_inverted_index.efficiency, | 11 |
| abstract_inverted_index.empirically | 175 |
| abstract_inverted_index.established | 95 |
| abstract_inverted_index.identifying | 160 |
| abstract_inverted_index.information | 191 |
| abstract_inverted_index.reliability | 93 |
| abstract_inverted_index.respondents | 64 |
| abstract_inverted_index.significant | 128, 136 |
| abstract_inverted_index.technology, | 201 |
| abstract_inverted_index.governments. | 40 |
| abstract_inverted_index.implications | 194 |
| abstract_inverted_index.perspective. | 171 |
| abstract_inverted_index.relationship | 29 |
| abstract_inverted_index.substitution | 261 |
| abstract_inverted_index.transferable | 238 |
| abstract_inverted_index.coordination, | 204 |
| abstract_inverted_index.transparency, | 10 |
| abstract_inverted_index.understanding | 254 |
| abstract_inverted_index.E‐governance | 1 |
| abstract_inverted_index.SmartPLS‐SEM | 87 |
| abstract_inverted_index.accountability | 13 |
| abstract_inverted_index.e‐governance | 31 |
| abstract_inverted_index.quantitatively | 80 |
| abstract_inverted_index.respectively). | 154 |
| abstract_inverted_index.socio‐technical | 170 |
| abstract_inverted_index.institutionalizing | 202 |
| abstract_inverted_index.cross‐departmental | 203 |
| abstract_inverted_index.resource‐constrained | 248 |
| cited_by_percentile_year | |
| countries_distinct_count | 3 |
| institutions_distinct_count | 3 |
| citation_normalized_percentile |