Abstract
Digital governance has become a central strategy for improving public service delivery and promoting good governance practices across developing and transitional political systems. The Digital India initiative marked a major transformation in governance. However, the empirical assessment of its effectiveness in politically and strategically sensitive regions remains limited. This study examines whether digital governance functions as a tool of good governance in Jammu and Kashmir. Drawing on primary survey data collected from 1,200 respondents across four districts of Jammu and Kashmir, the study employs descriptive statistics and non-parametric correlation analysis to evaluate citizens’ perceptions of government-to-citizens (G2C) digital services across key governance dimensions. The findings indicate a statistically positive relationship between the adoption of digital governance platforms and perceived improvements in governance outcomes. This article concludes that digital governance has attained considerable public legitimacy in Jammu and Kashmir. However, its sustainability and effectiveness remain contingent upon addressing infrastructural bottlenecks, enhancing digital literacy and ensuring inclusive access across territorial and socio-economic divides. The study contributes to the literature by providing micro-level empirical evidence and highlights digital governance as a viable instrument for strengthening good governance outcomes.
Introduction
Digital democracy has emerged as a transformative force in political participation, reshaping how citizens engage with governance through technology. India has made significant strides in digital transformation, fostering digital inclusion, accessibility and digital governance through the flagship programme, Digital India, launched by Prime Minister Narendra Modi on 1 July 2015. Digital India is a comprehensive programme aimed at ushering India into a knowledge-based economy and society. It weaves together many ideas and thoughts into a single comprehensive vision, so that each is seen as part of a larger goal. The focus of the Digital India programme is to lead India on a transformative journey from IT (Indian Talent) + IT (Information Technology) = IT (India Tomorrow), and to make technology central to enable and realise transformation (Government of India, Ministry of Electronics and Information Technology, 2015). One of the core ambitions of this scheme is to ensure good governance.
The Jammu and Kashmir Union Territory has historically faced governance constraints due to mountainous terrain, infrastructural deficits, bureaucratic centralisation and prolonged conflict, resulting in limited government-citizen interaction and service delivery (Bose, 2021). Before 2019, digitisation efforts existed but were fragmented, limited in reach and unevenly implemented across districts. Since 2019, the government has been expanding online service delivery, enhancing transparency and facilitating easy access to public services for citizens. The National Informatics Centre (NIC) of Jammu and Kashmir UT, since its inception, has played a seminal role in the digital transformation of Jammu and Kashmir, touching all sectors of administration and departments, as well as districts through district-level NIC centres.
The abrogation of Article 370 and the reorganisation of the state into a Union Territory in August 2019 redefined the administrative restructures, accelerating reforms aimed at institutional efficiency, transparency, better governance and decentralisation. Within this transition, technology emerged as a central pillar of governance modernisation. According to News 18, Jammu and Kashmir has witnessed a drastic change in the mode of governance and has accelerated the tempo of e-services in the post-2019 period, as the e-services before 2019 were only 15, which rose to 1,080 in 2023 (Das, 2023), 1,166 in 2024 (Government of Jammu and Kashmir, 2024) and 1,546 (Government of Jammu and Kashmir) in November 2025 (Figure 1). One thing is evident from the data: The post-2019 Government of India is committed to providing better, citizen-centric services in the Jammu and Kashmir UT. Digitisation is introducing a revolution in administrative pathways, enabling citizens to access documents, certificates, welfare schemes, land records and grievance mechanisms online (Government of Jammu & Kashmir, 2023). In Jammu and Kashmir, most services are available online for citizens, including government schemes, certificates, land records, payments through digital modes, application status and a digital store of documents.
Local governance in Jammu and Kashmir underwent structural changes after 2019, particularly through the strengthening of Panchayati Raj Institutions (PRIs), and the establishment of District Development Councils DDCs and Block Development Councils. The role of technology also intersects with social-economic transformation. Increasing internet penetration, youth digital engagement, educational expansion and technology-driven entrepreneurship have contributed to a cultural shift towards digital interactions. Jammu and Kashmir has a predominantly young population, with 69 per cent below the age of 35 (Hanief, 2023), who are digitally adaptive. Government initiatives such as digital skills, Mission Youth, Mission Yuva, IT Parks, Jan Bhagidari and startups further connect government transformation and economic transformation.
Digital governance is commonly discussed in terms of four functional dimensions (Figure 2). First, e-administration, which involves internal government automation and a digital file workflow system that moves files virtually from one office to another. In the context of Jammu and Kashmir, e-office refers to conducting official work online. Second, e-services involve the online delivery of services, allowing citizens to collect their certificates, pay their taxes and fees and renew their services. JK e-services and Jansugam are the two primary platforms for delivering government-to-citizen (G2C) services, and the third is, e-participation, which enables community engagement through feedback and grievances. JK Samadaan and Janbhagidari are the main components of this dimension. Fourth, e-accountability encompasses online audits, expenditure tracking, transparency portals, order expenditure tracking and open data systems. In the context of Jammu and Kashmir, notable examples include JK BEAMS, Jan Bhagidari, JK e-tendering and JK RTI Online (Kneuer, 2016).
Jammu and Kashmir UT is predominantly rural in nature, with more than 70 per cent of the population residing in rural areas (Government of Jammu and Kashmir, 2025), which shows that access to digital services for this chunk of population is not easy due to many reasons, such as tough geographical terrain and lack of infrastructure and connectivity. However, despite all these odds, the government is committed to providing services at the doorstep. In 2022, a comprehensive index to benchmark and rank district performance was jointly launched by the Government of India and the Government of Jammu and Kashmir on 22 January 2022. The Jammu and Kashmir UT was the first among states and UTs to adopt the District Good Governance Index (DGGI) in all its districts (The Daily Excelsior, 2022). This is India’s first DGGI initiative designed and developed by the Centre for Good Governance, Government of India, as a knowledge partner to the Department of Administrative Reforms and Public Grievances, Government of India. The DGGI serves as an evidence-based governance assessment framework designed to systematically evaluate the impact of government interventions at the district level and to provide a forward-looking roadmap for strengthening governance structure and public service delivery through targeted policy actions. The DGGI framework comprises performance evaluation across 10 governance sectors, operationalised through 58 standardised indicators and 116 measurable data points (Government of Jammu and Kashmir, 2022). Collectively, the DGGI initiative provides a comprehensive institutional mechanism for benchmarking district-level governance performance, identifying administrative gaps and guiding evidence-based policy interventions to enhance accountability, efficiency and citizen-centric service delivery across Jammu and Kashmir. Within this institutional context, the DGGI assumes particular relevance, as it provides an objective, standardised mechanism for assessing the quality of governance and public service delivery at the grassroots level.
The role of local governance becomes paramount when we talk about services at the doorstep. As discussed, 1,546 services are available online for citizens, accessible at their fingertips. The roles of panchayats and municipalities are crucial in addressing citizens’ issues and in spreading awareness of digital services among the populace. As far as rural governance is concerned, the Jammu and Kashmir UT comprises 4,292 panchayats (see Table 1), of which ten panchayats are yet to connect to the digital portal, indicating that about 0.23 per cent of panchayats in Jammu and Kashmir are not digitally connected.
List of Panchayats, Statistics in Jammu and Kashmir.
As far as urban local bodies are concerned, there are a total of seventy-eight local bodies, which include forty bodies in Kashmir, including one municipal corporation, ten municipal councils and twenty-nine municipal committees. In Jammu Division, there are thirty-eight urban local bodies, including one municipal corporation, nine municipal councils and twenty-eight municipal committees. A majority of the citizen-centric services are provided online.
Review of Literature
The conceptual foundations of digital democracy were systematically developed by Hacker and van Dijk (2000), who framed it as a transformative model reshaping democratic participation, political communication and public deliberation through digital technologies. Hague and Loader (1999) examined the influence of information and communication technologies (ICTs) on democratic discourse and decision-making, arguing that ICTs can revitalise public spheres by enhancing deliberations, transparency and political inclusivity. Mukhopadhyaya (2000) further underscored that technological reforms must be accompanied by administrative and cultural change to realise effective digital governance. Gupta and Sharma (2012) highlighted that e-governance improves transparency and accountability but is constrained by infrastructural deficits and policy fragmentation. Most recent scholarship has focused on India’s digital transformation through flagship initiatives. Raghunath (2020) argued that the Digital India initiative functions as a democratic innovation that enhances citizen participation, accountability and transparency. Ravinder (2023) reinforced this perspective, identifying digital platforms as tools for real-time citizen-state interaction while also noting present challenges of rural connectivity and digital literacy. Thapliyal and Saxena (2021) examined the feasibility of e-democracy in India and revealed that infrastructural inequalities and bureaucratic inertia significantly limit inclusive digital participation. Beniwal and Sikka (2017) similarly observed that digital literacy gaps and uneven infrastructure restrict the transformative potential of digital governance. Hassan and Govind (2019) traced the evolution of citizen e-participation in India, highlighting a shift towards interactive, participatory governance models.
In Jammu and Kashmir, most of the literature indicates that digital technologies have changed governance. Baghul and Choudhary (2025) provide a useful theoretical overview of citizen-centric governance in Jammu and Kashmir, highlighting key platforms. Dar and Mehta (2020) provide a comprehensive overview of e-governance strategies in Jammu and Kashmir, emphasising transparency, accountability, efficiency and administrative reforms. Javid and Lone (2018) examine the growth and utility of e-transactions in selected e-governance services in Jammu and Kashmir and explore their importance in service delivery and economic development. Goswami and Panda (2022) analyse governance networks and urban drinking water services in Jammu and Kashmir. The study effectively links the post-Article 370 governance shift and reforms. Javid and Chinnathurai (2018) examine the challenges of implementing e-governance in Jammu and Kashmir and highlight core issues such as low awareness, limited accessibility and low digital literacy. Verma (2012) provided one of the few region-specific studies demonstrating how e-governance initiatives in the Kupwara district improved service delivery and transparency. Government reports (Economic Survey, J&K, 2014, 2024, 2025; IT Department, Jammu and Kashmir, 2010) document that digital governance frameworks and district-level governance indicate progressive institutional efforts for better governance.
Research Gaps
Despite extensive literature, there is a critical lack of empirical studies measuring citizens’ perception and satisfaction with digital governance in Jammu and Kashmir. The existing literature remains largely policy-oriented and secondary data-driven, with limited field evidence. Furthermore, there is no comparative analysis showing variance in the assessment of digital initiatives in Jammu and Kashmir. Recent studies have also provided a theoretical overview of citizen-centric services, but have failed to bridge the gap between the services provided to citizens and citizens’ perceptions of the outputs of these initiatives. This study seeks to bridge this gap, both in general and from the citizens’ perspective.
Research Design
The present study uses a descriptive-analytical cross-sectional research design to empirically examine citizens’ perceptions of digital governance as a tool for good governance in Jammu and Kashmir. It specifically focuses on four districts: Budgam, Ganderbal, Rajouri and Poonch, with two districts from Jammu Division and two from Kashmir Division. The data was collected through face-to-face interviews with respondents from August to October, 2025. A total of 1,200 samples were collected, and a stratified quasi-random sampling method was employed to select respondents from three categories: civil society members, government officials and representatives of PRI from each district. Each category was treated as a separate stratum to ensure proper representation. Simple random sampling was used to gather firsthand information on people’s perceptions of digital services in Jammu and Kashmir. A total of 300 respondents were targeted: 50 from government officials across various departments, 50 from PRIs and 200 from civil society. Most respondents came from civil society to better understand people’s practical perceptions.
Within each stratum, respondents were selected systematically. For civil society and PRI participants, participants were selected equally from all blocks of the districts, and equal numbers of respondents were chosen from all panchayats and municipalities to ensure balanced participation and reduce selection bias. Government officials from various departments at the block and district levels were approached to ensure representation from various departments.
Data were collected through face-to-face interviews using a structured questionnaire divided into three categories: qualitative, quantitative and Likert scale questionnaires. The Likert scale questionnaires were analysed through SPSS, while qualitative and quantitative questionnaires were analysed through descriptive and analytical methods.
Limitations of the Study
Despite providing valuable insights into the role of technology in good governance, the study has certain limitations. First, the study is geographically limited to four districts in the UT, which may not fully reflect the UT’s diversity. Second, the study adopts a stratified quasi-random sampling approach due to practical constraints, including limited accessibility in certain areas of Rajouri and Poonch, which are remote and located along the Line of Control. Third, the data is based on self-reported responses, which may be subject to respondents’ bias. Despite these limitations, the study provides a focused empirical assessment of digital governance at the local level. It opens up multiple avenues for future inquiry, such as the rural–urban digital divide, differences in digital literacy and gender-based perceptions of digital governance.
Analysis and Discussion
The pooled analysis of 1,200 respondents, drawn equally from Poonch, Ganderbal, Rajouri and Budgam, offers a robust empirical evaluation of digital governance in Jammu and Kashmir. First, district-wise assessments are made, followed by comparative and overall assessments to explore digital governance initiatives and citizens’ perceptions in a coherent way. The statistical data, particularly of skewness and Spearman’s rho, can be better understood by focusing on several key indicators. Skewness is used to determine the direction of responses: A negative value indicates responses are concentrated towards agreement, while a positive value indicates a tendency to disagree. The relationship between variables is described using Spearman’s correlation (ρ), which always falls within the range of −1 to +1; values of 0 to +0.3 indicate a weak relationship, 0.3 to +0.5 indicate a moderate relationship, and values above 0.5 indicate a strong relationship. For example, when the value for perceived barriers and the need to improve is 0.63, it implies that higher barriers are associated with a greater demand for improvement. Lastly, the significance (p value) indicates the reliability of the results: when p is less than 0.05, the results are statistically significant; when p is less than .01, they are highly significant, meaning the observed relationships are unlikely to occur by chance.
Poonch
The analysis of Poonch district indicates a moderately positive, improvement-oriented public perception of digital governance initiatives (Figure 3). With a sample of 300 respondents, the mean score for the statement ‘digital governance initiatives have a positive impact on the people’ is 3.59 (SD = 1.07), indicating an overall favourable orientation but noticeable variability in responses. Nearly 71.4 per cent of respondents agreed or strongly agreed that digital initiatives have had a positive impact, while only 14.6 per cent disagreed. The negatively skewed distribution (skewness = −1.23) signifies a clustering of responses towards higher agreement, suggesting increasing acceptance of digital governance in the border district. Public awareness of government schemes through digital channels remains moderate (mean = 3.14, SD = 1.13). Although 44.4 per cent of respondents agreed or strongly agreed that people are aware of the digital schemes, a significant proportion (26.7 per cent) remained neutral, and 29 per cent disagreed, suggesting gaps in outreach and digital literacy. This is a relatively lower level of awareness, contrasted with the strong acknowledgement of barriers to digital governance effectiveness (mean = 3.97, SD = 1.14). An overwhelming 77 per cent of respondents agreed or strongly agreed that barriers such as connectivity issues, skill shortages, infrastructure constraints and the digital divide continue to undermine digital service delivery. This strong perception of barriers is reflected in a highly negative skewness (skewness = −1.18), emphasising consensus among respondents. Notably, the strongest response in Poonch concerns the perceived improvement in digital governance (mean = 4.23, SD = 1.17), with 85.7 per cent of respondents agreeing or strongly agreeing. This finding underscores public demand to strengthen digital infrastructure, service accessibility and administrative responsiveness. The non-parametric correlation analysis further reinforces these perceptions. Thus, Poonch exhibits a pattern of cautious optimism, coupled with strong reformist sentiment, suggesting that while digital governance is being accepted, structural bottlenecks and limited awareness continue to constrain its transformative potential.
Ganderbal
Ganderbal district demonstrates a comparatively stronger endorsement of digital governance, as reflected by consistently higher mean scores across all four indicators (Figure 4). The perceived positive impact of digital governance records a mean of 3.67 (SD = 0.70), with 67.7 per cent of the respondents agreeing or strongly agreeing. The lower standard deviation indicates greater consensus than in Poonch, suggesting that digital services in Ganderbal are more consistent and accessible. The moderately negative skewness (−0.96) further confirms concentration towards favourable perceptions. Public awareness of digital services in Ganderbal is significantly higher than in Poonch (mean = 3.81, SD = 1.14), with 68.7 per cent of respondents expressing agreement or strong agreement. This highlights comparatively better dissemination mechanisms, higher digital literacy or more effective grassroots outreach. Awareness appears to play a crucial enabling role, as supported by significant positive correlations between awareness and perceived impact, demonstrating that informed citizens are more likely to acknowledge the benefits of digital governance. Perceptions of barriers in Ganderbal are pronounced, with a high mean score of 4.40 (SD = 0.87) and nearly 85 per cent of respondents agreeing that barriers reduce efficiency. Despite better awareness and relatively positive experiences, infrastructural and administrative bottlenecks remain a major concern. The most empathetic response is observed in the perceived need for improvement (mean = 4.52, SD = 0.90), with 85.6 per cent of respondents strongly advocating reforms. This strong demand for improvement is supported by statistically significant correlations between perceived barriers and improvement needs. The non-parametric correlation results further suggest that improvement demand is negatively associated with perceived positive impact, indicating that respondents who view current initiatives as insufficient are more likely to push for systematic reforms. This nuanced relationship highlights a critical insight: while digital governance is operational and relatively visible in Ganderbal, citizens remain critically aware of its limitations and demand structural strengthening rather than further expansion.
In sum, Ganderbal emerges as a district with relatively advanced digital engagement but heightened public expectations. The findings suggest that digital governance initiatives here are not only visible but also closely scrutinised by citizens, making this district a fertile ground for piloting advanced digital governance reforms.
Budgam
Budgam district provides the strongest empirical support for digital governance among the four districts studied (Figure 5). The mean score for perceived positive impact is high at 4.38 (SD = 0.61), indicating strong agreement with minimal variability. An overwhelming 94.7 per cent of the respondents either agreed or strongly agreed that digital governance initiatives have positively impacted their lives. The negative skewness (−0.62) reflects a strong concentration of positive responses, signifying widespread acceptance and trust in digital governance mechanisms. Public awareness of government digital schemes, although moderate (Mean = 3.20, SD = 1.06), shows a mixed pattern. While 42 per cent of respondents acknowledged awareness, 34 per cent remained neutral and nearly 24 per cent expressed disagreement. Data shows that people in rural and remote areas are not fully aware of digital initiatives for good governance. This indicates that, despite high satisfaction with outcomes, dissemination and citizen education require further strengthening.
Interestingly, Budgam also records the highest perception of barriers to digital governance (mean = 4.58, SD = 0.72), with over 94 per cent of respondents agreeing that systemic constraints hinder efficiency. The extreme negative skewness (−2.27) reflects a near-unanimous consensus on this issue. The most striking result is the exceptionally high perceived need for improvement (mean = 4.86, SD = 0.35), with 100 per cent of the respondents agreeing or strongly agreeing with the statement. This illustrates a strong reformist consciousness and heightened expectations from digital governance frameworks. Despite high satisfaction levels, citizens are acutely aware of infrastructure, technological and administrative gaps that require urgent attention. The correlation analysis in Budgam reveals comparatively weaker associations among variables. The relationship between perceived impact and awareness is statistically insignificant, implying that positive experiences may not stem from awareness but rather from functional service delivery. To conclude, Budgam reflects a paradoxical yet progressive pattern: high satisfaction coupled with high expectations. Digital governance functions relatively well, but citizens demand better institutionalisation, better infrastructure and enhanced service reliability.
Rajouri
Rajouri is a district in the Jammu Division, popularly known as ‘Land of Kings’ (Department of Tourism, J&K, 2025), surrounded by Poonch district to the north, Jammu district to the south, Reasi to the East, and Pakistan-Occupied Kashmir (POK) to the West. The district comprises thirteen Tehsils and nineteen blocks (District Administration Rajouri, 2025). Rajouri district presents a more cautious and heterogeneous pattern of perceptions towards digital governance. The mean score for perceived positive impact is comparatively lower at 3.46 (SD = 1.49), and only 68.4 per cent of respondents expressed agreement or strong agreement. A significant minority (26.4 per cent strongly disagreed, indicating dissatisfaction or exclusion in certain pockets. The high standard deviation suggests uneven distribution and varying experiences. Awareness of government digital services in Rajouri is relatively low (mean = 2.91, SD = 1.10), with 34.7 per cent of respondents expressing disagreement or strong disagreement. This points to persistent communication gaps and limited digital literacy. Despite these shortcomings, respondents acknowledge the presence of barriers (mean = 3.74, SD = 1.44), with nearly 69 per cent agreeing that a lack of infrastructure and networking compromises efficiency. The perceived need for improvement remains high (mean = 4.08, SD = 1.21), with 75 per cent of respondents calling for stronger digital governance frameworks (Figure 6). Correlation results reveal strong and statistically significant associations between perceived barriers and improvement needs, highlighting that satisfaction is a powerful driver of reformist attitudes. Additionally, perceived positive impact is positively associated with awareness, suggesting that improving awareness can directly enhance public trust in digital governance. Rajouri thus emerges as a distinct region characterised by uneven digital integration. While the aspiration for reforms is strong, practical limitations, particularly awareness deficits, continue to constrain the perceived effectiveness of digital governance initiatives.
A comparative assessment reveals a clear gradation in digital governance performance across the four districts. Budgam stands out as the most digitally progressive district, with the highest mean scores for perceived impact (4.38), perceived barriers (4.58) and need for improvement (4.86). This indicates not only strong satisfaction but also heightened expectations and reformist consciousness. Ganderbal follows closely, displaying relatively high awareness (3.81) and strong demand for improvement (4.52). Poonch occupies a middle position, with moderate awareness (3.14) and a strong acknowledgement of systematic barriers (3.97). The high correlations between barriers and reforms were found in this border district. Rajouri is characterised by low awareness (2.91) and more heterogeneous perceptions. Among the four districts, Rajouri and Poonch have hilly terrain, border with POK, and as a result, there are connectivity issues as well due to poor internet, due to which people are not fully aware about digital services; however, in the main cities of both the districts, the awareness is higher compared to hilly areas. In Budgam, the statistics are highest among the rest of the districts due to its proximity to the divisional headquarters.
The statistical results for all four districts can subsequently be correlated with the four dimensions of e-governance and the indicators of the DGGI. Regarding e-administration, Budgam and Ganderbal districts show improvements in administrative efficiency and internal digital processes, as reflected in DGGI indicators, including government effectiveness and administrative efficiency. Nevertheless, the consistently high ratings of barriers across all districts indicate that digital infrastructure and institutional capacity are essential DGGI elements. In the case of e-services, medium awareness in Poonch district and low awareness in Rajouri district indicate that although online services are available, there are gaps in accessibility and reach to citizens, which directly affect the DGGI indicators for service delivery and inclusiveness. In the e-participation dimension, there are lower correlations and a moderate level of awareness among the districts, indicating less citizen participation in digital grievance redressal mechanisms such as JK Samadhan and participatory platforms like MyGov Jammu and Kashmir. Although the DGGI 3.0 also insisted that public awareness is crucial for better governance practices, this clearly shows that awareness is important for e-participation.
Lastly, e-accountability is also well-supported by the dissimilarity in mean scores necessary to enhance digital endeavours, indicating the need for greater transparency and responsiveness. This is quite consistent with DGGI indicators such as transparency, accountability and the efficiency of grievance redressal. On the whole, the results indicate that although digital governance has a positive effect on the DGGI’s outcomes, differences in awareness, participation and infrastructure continue to limit its potential across all four districts.
Findings
Digital Democracy serves as a vital tool for good governance and a transformative force in Jammu and Kashmir. The persistence of the access, skill and usage divide explains uneven citizen engagements. These gaps are also reflected in the DGGI reports. In the context of the Jammu and Kashmir UT, digital governance has significantly improved service delivery and administrative efficiency, particularly through e-governance initiatives and online public service delivery. It has helped to bridge the gap between the government and citizens. The Digital India programme has become a transformative force in Jammu and Kashmir, especially since 2019, when the central government’s digital initiatives have directly profited the UT.
The correlation analysis across the four districts of Jammu and Kashmir UT reveals a statistically significant relationship between key dimensions of digital governance (Figure 7). The combined descriptive statistics indicate a predominantly favourable orientation towards digital governance, though accompanied by persistent structural concerns and a strong aspiration to improve and enhance services. The perceived positive impact of digital governance records an overall mean score of approximately (M ≈ 3.8, SD ≈ 1.0), signifying that a majority of respondents acknowledge improvements in administrative accessibility, service delivery and transparency. However, this positive assessment is moderated by a moderate level of public awareness of government digital schemes (M ≈ 3.3, SD ≈ 1.1), suggesting that while digital platforms are functional, the diffusion of information and digital literacy remains uneven across districts. In contrast, respondents strongly agree that barriers limit the effectiveness of digital initiatives. The pooled mean score for this dimension is notably high (M ≈ 4.2, SD ≈ 1.0), reflecting widespread agreement that infrastructural deficits, connectivity challenges and limited technical competencies significantly constrain the utilisation of digital services. The most empathetic response is observed for the perceived need to improve digital governance initiatives, which records the highest overall mean, indicating an overwhelming public demand for institutional strengthening, improved infrastructure and more responsive digital service mechanisms. However, a majority of respondents reported that digitalisation of governance has improved the administration’s functioning, reducing corruption and red tape and enhancing transparency and accountability.
Non-parametric correlations further substantiate these findings at the aggregate level. Statistically significant positive relationships are observed between perceived barriers and perceived needs for improvement, confirming that experiential constraints strongly shape citizens’ reform expectations. Additionally, awareness of digital schemes is positively associated with perceived impact, demonstrating that informed citizens are more likely to acknowledge the benefits of digital governance.
Thus, although adoption is not directly measured, the observed associations provide indirect evidence of its underlying dynamics. One of the key findings of the present study is the Government of Jammu and Kashmir’s consistent commitment to providing better governance services at the doorstep through digital means. These results underscore that digital governance in Jammu and Kashmir has moved beyond symbolic adoption to a phase of critical engagement, where citizens actively evaluate its effectiveness and articulate reform expectations.
In consonance with the study’s topic, which examines digital governance as an instrument of good governance in Jammu and Kashmir, the findings conclusively establish that digital governance has emerged as a significant structural tool for enhancing transparency, accessibility and administrative responsiveness. This indicates that citizens increasingly recognise digital platforms as effective mechanisms for reducing bureaucratic delays, minimising discretionary practices and improving service delivery. The study further demonstrates that good governance outcomes are contingent not merely on the existence of digital systems but also on their functional accessibility, infrastructural reliability and citizen awareness.
Across all districts, one consistent pattern emerges: Perceived barriers are the strongest predictors of reform demand, confirming that infrastructural deficiencies and connectivity issues are the key constraints in Jammu and Kashmir’s digital governance ecosystem. Overall, the interdistrict comparison highlights that digital governance in Jammu and Kashmir is not uniform but is territorially differentiated, requiring district-specific policy strategies rather than a one-size-fits-all governance model.
Conclusion
In light of these findings, several policy recommendations emerge. First, there is an urgent need to strengthen digital infrastructure across Jammu and Kashmir. All public offices and panchayats must have reliable digital infrastructure that enables citizens to access government schemes and service delivery mechanisms. Though Bharat Net broadband connectivity has been launched across the country, including in Jammu and Kashmir, there is a need to cover 100 per cent of the area through this project, with uninterrupted internet and electricity supply. Second, the government should institutionalise district-level digital literacy and awareness programmes and campaigns at regular intervals, through community outreach. Although Block Divas and public durbars are conducted, there should be greater digital awareness, and specific initiatives should be taken. Digital manuals, e-banners and partnerships with school panchayats can also increase public awareness of e-governance platforms. Third, capacity building of frontline administrative staff must be prioritised through continuous training on digital tools, cybersecurity protocols and citizen interface management to improve service efficiency and trust. Fourth, the integration of user-centric design and feedback mechanisms within digital portals should be strengthened. On an annual basis, the citizen feedback from different online digital governance platforms should be collected, analysed and used to make further improvements. Last but not least, since Jammu and Kashmir is predominantly a rural Union Territory, there should be an introduction of the E-Panchayat Management System (E-PMS) in every district, which shall be hosted by the district NIC centre, where all the details of the panchayats of the districts, the list of governmental schemes and the mode of delivery should be mentioned. Further, on an annual or biannual basis, a magazine or e-magazine with a common name shall be published throughout Jammu and Kashmir and released by the concerned District Development Commissioners. The purpose of the magazine would be to spread awareness among the populace about the schemes and major achievements at the block level. This initiative will further enhance transparency, and all panchayats and far-flung areas will benefit equally from the schemes. The Block Development Officer will serve as the editor-in-chief of the magazine, which will highlight the major achievements panchayat-wise, along with photographs, to make it more innovative.
Footnotes
Acknowledgements
This article is based on a research project titled ‘Digital Democracy: The Role of Technology in Enhancing Local Governance in Jammu and Kashmir’, funded by ICSSR, New Delhi.
Declaration of Conflicting Interests
The authors declared no potential conflicts of interest with respect to the research, authorship and/or publication of this article.
Funding
The authors disclosed receipt of the following financial support for the research, authorship and/or publication of this article: The authors sincerely acknowledge the ICSSR, New Delhi, for providing financial support (File No. 106/2024-25/ICSSR/RP/MN/ST).