The management of information and information technology at the local government level has also been addressed by a number of researchers. Northrup et al. (1982) discuss the results of a study focused on the management of computer applications in local government. They conclude that the single most important factor influencing the success of computing is a commitment to advanced technology. They also indicate that the more advanced the technology application, the greater the pay-offs associated with the application. Policies such as user involvement and decentralization, while important, appeared to be of secondary importance in comparison to the state of the technology’s development.

Fletcher and Bertot (1994) discuss the role of county government in the management of information technology. They discuss a national study of centralized management of information technology conducted to identify practices, critical success factors, and future challenges. The study also focused on assessing the benefits, costs, and constraints of centralized county-level management of information technology.

Norris and Kraemer (1996) present survey results comparing computing characteristics in cities that use only personal computers as opposed to those that use central computer systems. The findings did not support the claims that PC systems would increase the rate of speed of automation of government functions. Rather, it was found that those cities with central systems were more extensively automated, had more widespread use among staff, and were more likely to implement leading-edge computing technologies than those cities that had only PC’s. The results indicated that respondents in cities with centralized systems were positive about computing impacts and were satisfied with computing. Those cities that had only PC’s had an advantage over those with central systems in that they reported fewer computer-related problems, however there was only weak statistical significance in the test. The authors argue that the reliance on ad hoc solutions, outsourcing, and computer gurus, resulted in a failure to support sufficient on-going support activities in PC-only cities while in those cities with central systems, these capabilities were developed over time and therefore provided greater support for the computing function in addition to a more stable technology platform.

Sparrow (1994) discusses the role of information management in the evolving strategies of three U.S. enforcement professions: policing, environmental protection, and tax administration.