Platformization as a lever for transforming public services: impacts on the organizational activity of public administrations

Résumé

Abstract

This study analyzes the role of digital platformization as a driver of organizational transformation within public administrations in Morocco in the context of the ongoing digital transformation of public services. The research aims to examine the relationship between digital platformization, the use of digital public services, digital infrastructure, and the organizational performance of public administrations. To achieve this objective, the study adopts an econometric approach based on the Autoregressive Distributed Lag (ARDL) model, using annual data covering the period 2015–2025. The empirical analysis includes descriptive statistics, panel unit root tests, cointegration analysis, and both long-run and short-run estimations in order to capture the dynamic interactions among the variables. The results reveal the existence of a significant long-run relationship between digital platformization and the organizational performance of public administrations, indicating that the expansion of digital platforms contributes to improving administrative efficiency, enhancing citizens’ access to public services, and strengthening institutional coordination. Furthermore, the findings highlight the crucial role of digital infrastructure and the adoption of online public services in reinforcing the effectiveness of digital government initiatives. The main conclusion of this study is that the successful modernization of public administration in Morocco depends not only on the development of digital platforms but also on the strengthening of digital infrastructure and governance mechanisms capable of supporting the integration and interoperability of public digital services. These results provide important policy implications for promoting a more integrated, efficient, and citizen-oriented digital public administration.

Keywords: Digital platformization; Public administration; Digital government; Organizational performance; ARDL model.