Organisational Factors Influencing Integrated E Service Delivery in Tanzanian Public Authorities

Mswahili, Ayoub; Msanjila, Simon; Frederick, Chali

doi:10.69513/njitcs.2026.171164.1055

	Organisational Factors Influencing Integrated E Service Delivery in Tanzanian Public Authorities
Al-Noor Journal for Information Technology and Cybersecurity
Articles in Press, Corrected Proof, Available Online from 26 September 2026
Document Type: Research paper
DOI: 10.69513/njitcs.2026.171164.1055
Authors
Ayoub Mswahili^* ¹; Simon Msanjila²; Chali Frederick²
¹Institute of Accountancy Arusha P.O.Box 2798
²The University of Dodoma, University of Dodoma College of Informatics and Virtual Education
Abstract
The integration of digital technologies into public administration has become a cornerstone of modern governance, yet many developing countries continue to face persistent challenges in achieving effective service integration. Tanzania provides a relevant case where significant investments in ICT infrastructure have not fully resolved issues of fragmented e service delivery across public institutions. This article examines how organisational and environmental factors influence the deployment of integrated e service delivery in Tanzanian public institutions. The study employed a cross sectional design and a deductive approach, surveying 411 ICT officers, managers, and core business staff across Dar es Salaam and Dodoma. Data were analysed using Partial Least Squares Structural Equation Modelling (PLS SEM), enabling rigorous testing of hypothesised relationships among organisational culture, leadership support, regulatory compliance, and stakeholder involvement. Results show that leadership support is the most critical enabler of integrated e service delivery, exerting the strongest influence on institutional readiness, resource mobilisation, and inter agency coordination. Regulatory compliance also demonstrated a significant positive effect, confirming the importance of coherent legal and policy frameworks in legitimising and stabilising digital reforms. By contrast, organisational culture and stakeholder involvement did not show statistically significant direct effects, suggesting that their roles may be indirect or context specific. The practical significance of this research lies in its guidance for policymakers and institutional designers: strengthening executive leadership and regulatory systems should be prioritised, while cultural change and stakeholder engagement should be addressed through long term participatory strategies to ensure sustainable digital transformation.
Keywords
Leadership; Compliance; Organisational Culture; Stakeholders Involvement; Digital Governance; TOE framework

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