Over the last two decades, research on adoption and technology acceptance of new information systems by users has provided very valuable insights. Most of this research has focused on the impact on citizens in a bid to measure the improvements in the quality and speed of the services provided. However, there is still a lack of understanding of internal users' reactions to new information systems, and in particular to new e-government systems. In light of this deficit, this research study draws on the Coping Model of User Adaption (CMUA) to examine the adaptation strategies of middle managers in public bodies when new e-government initiatives are implemented in their work place. We report on the preliminary findings of an initial qualitative case study of one such initiative. We believe that studying internal users' adaptation strategies is beneficial because these strategies influence the extent to which benefits arise from new electronic services provided by governments.
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