Abstract
This chapter provides an approach to solving government problems that rests on the principles of sharing information and collaboration among government agencies across different levels of government, nongovernment organizations, and other civil society organizations. From the standpoint of public value creation, developing and maintaining collaboration networks are related to the idea of legitimacy and promoting an enabling environment for the business of government. The main reason for sharing information relates to the need for solving problems, improving living standards, and creating value for citizens. The chapter concludes with a vision of interoperability as an enabler of the processes of collaboration and networking.
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Notes
- 1.
See L. F Luna-Reyes et al., “Emergence of the Governance Structure for Information Integration across Governmental Agencies: A System Dynamics Approach,” in Proceedings of the 8th Annual International Conference on Digital Government Research: Bridging Disciplines & Domains, 2007, 47–56.
- 2.
See Colin Eden, Sue Jones, and David Sims, Messing About in Problems: An Informal Structured Approach to Their Identification and Management (Pergamon Pr, 1983).
- 3.
See Sharon S. Dawes, Anthony M. Cresswell, and Theresa A. Pardo, “From ‘Need to Know’ to ‘Need to Share’: Tangled Problems, Information Boundaries, and the Building of Public Sector Knowledge Networks,” Public Administration Review 69, no. 3 (2009): 392–402.
- 4.
See Mila Gascó, “¿Luces? Y Sombras de La Reforma Del Estado En América Latina” (Barcelona, Spain: Institut Internacional de Governabilitat de Catalunya, 2004), http://www.iigov.org/wp/attachment.drt?art=13135.
- 5.
See S Goldsmith and W.D Eggers, Governing by Network: The New Shape of the Public Sector. (Washington, D. C.: Brookings Institution Press, 2004).
- 6.
See Vernon Bogdanor, ed., Joined-Up Government (Oxford: Oxford University Press, 2005).
- 7.
See Colin Hales, “‘Bureaucracy-Lite’ and Continuities in Managerial Work,” British Journal of Management 13, no. 1 (March 1, 2002): 51–66, doi:10.1111/1467-8551.00222.
- 8.
See Mark H. Moore, Creating Public Value: Strategic Management in Government, Reprint edition (Cambridge, MA: Harvard University Press, 1995).
- 9.
See Barbara Gray, Collaborating: Finding Common Ground for Multiparty Problems, 1st ed. (San Francisco, CA: Jossey Bass Inc., 1989).
- 10.
See Siv Vangen and Chris Huxham, “The Tangled Web: Unraveling the Principle of Common Goals in Collaborations,” Journal of Public Administration Research and Theory, December 21, 2011, doi:10.1093/jopart/mur065.
- 11.
See Denise M. Rousseau et al., “Not So Different After All: A Cross-Discipline View of Trust,” Academy of Management Review 23, no. 3 (1998): 393–404.
- 12.
See Luis Felipe Luna-Reyes, “Trust and Collaboration in Interorganizational Information Technology Projects in the Public Sector,” Gestión Y Política Pública 22 (Special Issue 2013): 173–211.
- 13.
See Luis F. Luna-Reyes and J. Ramón Gil-García, “Using Institutional Theory and Dynamic Simulation to Understand Complex E-Government Phenomena.,” Government Information Quarterly 28, no. 3 (2011): 329–45.
- 14.
See Goldsmith and Eggers, Governing by Network: The New Shape of the Public Sector.
- 15.
See Luna-Reyes and Gil-García, “Using Institutional Theory and Dynamic Simulation to Understand Complex E-Government Phenomena.”
- 16.
See Theresa A. Pardo, J. Ramon Gil-Garcia, and Luis F. Luna-Reyes, “Collaborative Governance and Cross-Boundary Information Sharing: Envisioning a Networked and IT-Enabled Public Administration,” in The Future of Public Administration Around the World: The Minnowbrook Perspective, ed. Rosemary O’Leary, David M. Van Slyke, and Soonhee Kim (Washington D.C.: Georgetown University Press, 2011), 129–40.
- 17.
See Susan Leigh Star, “The Structure of Ill-Structured Solutions: Boundary Objects and Heterogeneous Distributed Problem Solving,” in Distributed Artificial Intelligence, ed. Les Gasser and N. Huhns, Michael, vol. II, Research Notes in Artificial Intelligence (San Mateo, CA: Morgan Kaufmann Publishers, 1989), 37–54.
- 18.
See Paul Carlile, “Transferring, Translating and Transforming: An Integrative Framework for Managing Knowledge across Boundaries,” Organization Science 15, no. 5 (2004): 555–68.
- 19.
See Bruce Rocheleau Bruce A. Rocheleau, Public Management Information Systems (Hershey, PA: Idea Group Publishing, 2005).
- 20.
See Pardo, Gil-Garcia, and Luna-Reyes, “Collaborative Governance and Cross-Boundary Information Sharing: Envisioning a Networked and IT-Enabled Public Administration.”
- 21.
- 22.
- 23.
In the context of information technologies and information systems, an ontology is a technical tool that specifies a vocabulary, the meaning of terms in the vocabulary, as well as relationships among concepts to enable reasoning. The utility of ontologies in the context of interoperable systems consists of their role in automatic data exchange and processing.
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Sandoval-Almazán, R., Luna-Reyes, L.F., Luna-Reyes, D.E., Gil-Garcia, J.R., Puron-Cid, G., Picazo-Vela, S. (2017). Networked Government and Interoperability. In: Building Digital Government Strategies. Public Administration and Information Technology, vol 16. Springer, Cham. https://doi.org/10.1007/978-3-319-60348-3_5
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DOI: https://doi.org/10.1007/978-3-319-60348-3_5
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