In managing the transformation of states in e-governance, an essential aspect is that of organizational design. In academic works there are three approaches addressing the relationship between technology and organization. After briefly discussing these three viewpoints, this paper looks into possible ways of evolving organizational forms and elaborates ways of approaching organizational design for e-governance. Case studies are presented relating: (a) to the emergence of the organizational paradigm of “one-stop-shops” as part of broader e-governance policies, highlighting the ‘shop-floor’ organizational aspects of the new organizations and (b) e-governance for taxation systems. The first element of organizational design to be deeply affected by e-governance is ‘fragmentation’ or ‘departmentalization’ of the organizations. An immediate consequence of that –at the level of work organization– is job design, which is discussed in the paper. A new model of roles and functions for public administration is proposed. The potential for new uses of technology and possible multiplicative effects is being recognized as the future challenge for the new organizations and the paper concludes in supporting the thesis that –with maturing technologies– e-governance is turning to be more of an organizational and political challenge at the micro-level, rather than a technological one.