Implementing artificial intelligence (AI) in public settings requires a fundamental transformation of various social and technical aspects within public administration. However, the transformative efforts required for AI integration and use in government remain underexplored. This study introduces the concept of 'AI-augmented government transformation,' building on sociomateriality and sociotechnical theory, and develops a theoretical framework to explore this phenomenon. By applying this framework and drawing insights from expert interviews, we identify the strategic shifts and socio-technical adaptations essential for integrating AI into public administrations. Our analysis highlights the importance of opening the 'black box' of AI to gain a deep understanding of its underlying technologies and their materialities. The findings reveal complex interdependencies between AI materiality and the social and technical systems that public administrations must navigate. Specifically, AI, as a novel materiality, introduces new organizational dynamics, enhances employee capabilities, and alters operational routines and practices. These changes complement technical ones, such as upgrades and advancements in data collection and processing. By investigating the complexities of AI-augmented government transformation, this research offers novel and practical insights for policymakers and practitioners navigating the challenges and opportunities of AI integration.

Digital technologies are transforming the public sector by affecting applications, processes, culture, structure, and civil servants’ responsibilities and tasks. Yet, there is a void in research about driving and impeding factors influencing digital government transformation (DGT). The article contributes to the current debate on DGT by quantitatively assessing the transformation and its driving and impeding factors. The analyses were performed by collecting and analyzing through structural equation modeling 491 answers to a survey to Italian administrations. Results show that DGT is influenced by a combination of different factors, including the sense of urgency, the need for change, and the creation of a collaborative environment, suggesting that more effort is required for including public managers in the current debate on DGT. Organizational barriers and lack of support are impeding factors. Finally and counter-intuitively, resistance to change was not found to impede the transformation.

The introduction of ICT is requiring public administrations to transform their organizations to take advantage of these technologies. Despite its significance, no studies so far collected quantitative evidence on (i) how and the extent to which this transformation is currently underway and (ii) which drivers and barriers are hindering and leading this transformation process. This article aims at filling this gap by surveying Dutch public administrations. In total, 46 responses from different organizations were collected that provide insight into their transformation efforts. Findings show that digital transformation efforts had only a partial impact at the organizational level: processes, employees’ duties and tasks and information systems are going through a deep transformation, whereas the social system seems to be less affected by the transformation process. Moreover, the analysis results suggest that external drivers are the main motivation for organizational transformation, and that expected internal barriers do not de facto result in digital transformation. These counterintuitive results suggest that in public administrations only exogenous input result in a sense of urgency and that the perceived barriers to transformation can be overcome if there is sufficient external pressure.