Dr. Jooho Lee
- Associate Director, Digital Governance and Analytics Lab
- Associate Professor, School of Public Administration
Dr. Lee is interested in conducting research on IT management in the public and nonprofit sectors, e-government, e-participation, social networks, collaboration, citizen trust in government, performance management, and human resource management. His teaching interests are public organization theory and behavior, information management in the public sector, human resource management, and public administration and democracy. His research has appeared in scholarly journals such as Public Administration Review, American Review of Public Administration, Administration and Society, Government Information Quarterly, and International Journal of Electronic Government Research. His current research projects include the citizen’s use of e-participation tools and social media in government, and antecedents and consequences of interpersonal and inteorganizational ties and networks in the public sector, and performance information use.
- Lee, Jooho and B.J. Reed. (In Press, 2015). “From Paper to Cloud,” In Mary Guy and Marilyn Rubin (eds.), Public Administration Evolving: From Foundations to the Future, Armonk, NY: M.E. Sharpe.
Lee, Jooho (In Press, June 2015). “Digital Governance Values toward Transparency, Participation, and Collaboration” In Soonhee Kim and Changyong Choi (eds.), The Korean Digital Governance & Performance Experience: Lessons & Implications, World Bank Publication
M. Jae Moon, Jooho Lee and Cheol Yong Roh. 2014. “The Evolution of Internal IT Applications and E-government Studies in the Public Administration Discipline: Research Themes and Methods” Administration & Society, 46(1): 3-36.
Lee, Jooho. 2013. “Exploring The Role of Knowledge Networks in Perceived E-government: A Comparative Case Study of Two Local Governments in Korea” The American Review of Public Administration, 43(1): 89-108.
Kim, Soonhee and Jooho Lee. 2012. “E-Participation, Transparency, and Trust in Local Government” Public Administration Review, 72(6): 819-828.