Attempts to share information between public sector organisations over time
A case-based exploration of value conflicts
Bibliographic Data
| ID | 12839231 |
|---|---|
| Authors | Fredrik Karlsson (0000-0002-8611-2649, Örebro University, corresponding author), Karin Hedström (0000-0003-2304-7170, Örebro University), Magnus Frostenson (0000-0002-7153-3977, Østfold University of Applied Sciences), Frans Prenkert (0000-0002-6646-9798, Örebro University), Ella Kolkowska (Örebro University), Sven Helin (0000-0002-0708-509X, Østfold University of Applied Sciences) |
| Year | 2021 |
| Volume | 26 |
| Issue | 3 |
| Pages | 289-310 |
| Publication date | 2021-02-23 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Information Polity (JOURNAL) |
| Journal identifiers | ISSN: 1875-8754 • E-ISSN: 1570-1255 |
| Publisher | IOS Press (PUBLISHER • NL) |
| DOI | 10.3233/ip-200234 |
| OpenAlex | W3131637833 |
| Language | EN |
| References cited | 55 |
Despite the importance of inter-organisational information sharing (IOIS) in the public sector, such endeavours often fail. Existing research has shown that the values held by collaborating organisations are one important factor affecting these kinds of initiatives. However, research has sought only to a limited extent to address how value conflicts come into play over time. Therefore, this paper aims to explore how conflicting values shape an inter-organisational information-sharing practice in the public sector over time. Using the local/global network framework, we analyse four years’ worth of information sharing in an inter-organisational advisory group in the context of Swedish nuclear waste management. We conclude that different value conflicts are emphasised to different extents at different points in time. That is, values do not uniformly affect IOIS activities, and such conflicts over time reduce the set of potential IOIS activities. We also conclude that when IOIS activities are driven by an individual organisation’s values, individual value rational activities may co-exist with a dysfunctional long-term IOIS practice
Business · Context (archaeology · Dysfunctional family · Information sharing · Knowledge management · Political science · Public relations · Public sector · Set (abstract data type · Value (mathematics · Computer Science · E-Government and Public Services · Information Technology Governance and Strategy · Knowledge Management and Sharing
Information-sharing in public organizations
Information Sharing in and Across Government Agencies
Drivers and barriers affecting usage of e-Customs — A global survey with customs administrations using multivariate analysis techniques
A collaborative network for first responders
Government inter-organizational information sharing initiatives
Process integration, information sharing, and system interoperation in government
Collaborative digital government in Mexico
Characterizing the importance of clarity of roles and responsibilities in government inter-organizational collaboration and information sharing initiatives
Inter-organisational information sharing in the public sector
Interorganizational information integration
Interagency information sharing
Navigating the Transparency–Privacy Paradox in Public Sector Data Sharing
Overcoming the intelligence-sharing paradox
From “Need to Know” to “Need to Share”
Realizing the Promise
Information‐sharing and Confidentiality in Social Policy
Government information sharing and integration
| Citation velocity | historical |
|---|---|
| Highly cited | No |