Gulmira Nurseiytova

Digitalization contributed to the modernization of public administration, particularly e-government development. The purpose of this study is to determine the role of e-government in improving the efficiency of public administration in Kazakhstan. The research methods are comparative, economic-statistical, and qualitative content analysis. The sources of statistical data were the Bureau of National Statistics, the Committee of public services, the e-government portal, and reports of international organizations and national development institutions. The study determined that e-government is a modern paradigm of public administration that contributes to the efficiency of public administration; its development and efficiency are significantly influenced by financial, economic, technological, and legal factors. Kazakhstan has a high level of e-government development. The e-government development portal in Kazakhstan has contributed to improving public administration, especially during the pandemic. However, e-government requires further development, as its functioning has various issues (low degree of information relevance, insufficient portal filling, and low share of automated functions). At the same time, the readiness of public administration organizations for digital transformation is medium. The study proposes recommendations for Kazakhstan’s e-government development to improve public administration, mainly developing technological infrastructure and digital human capital. The results can contribute to the further e-government development in Kazakhstan and enrich the theoretical base in increasing the efficiency of public administration in the context of digital transformation.

Acknowledgments
This study is supported by the Science Committee of the Ministry of Education and Science of the Republic of Kazakhstan (Grant “Priorities and mechanisms of inclusive regional development of Kazakhstan in the context of overcoming the economic recession,” IRN AP09259004).

The purpose of this study was to summarize the motivational factors in a project team, focusing on three key roles: team members, project managers, and project leaders. A systematic review was conducted using the PRISMA approach to identify relevant studies published between 2004 and 2024. 127 peer-reviewed articles were selected from the Web of Science database. The bibliometric analysis was performed using VOSviewer software to visualize trends and clusters. The bibliometric analysis revealed a surge in interest in research after 2021, highlighting the motivation’s special role in project management. Transformational and shared leadership are identified as the most motivating in projects. The study identified seven main categories of motivational factors in the project team: psychological factors, goal orientation, social factors, job design, training and development, financial incentives, and organizational support. However, these categories have their characteristics, emphasizing that motivation is not a universal concept but a dynamic and role-dependent construct. While team members are motivated by emotional support, clear goals, and rewards, project managers value strategic influence and professional development, and project leaders are driven by task complexity and intrinsic rewards. The noticeable gap in the research was the lack of attention to the motivation of the project leader. These findings offer a structured framework for improving team motivation and project performance across various organizational contexts.

Acknowledgment
Gratitude is extended to Professor Darren Dalcher for his valuable advice and insightful suggestions to start this article.