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Government 2.0 is often presented as a means to reinforce the relation between state and citizens in an information age. The promise of Government 2.0 is impressive but its potential has not or hardly been realized yet in practice. This paper uses insights from various disciplines to understand Government 2.0 as an institutional transformation. It focuses on three key issues ‑ leadership in government, incentives for citizens and mutual trust ‑ and our analysis shows that Government 2.0 efforts are too often guided by overly optimistic and simplified ideas about these issues. Our discussion suggests that there are no easy, one‑size‑fits‑all ways to address challenges of leadership, citizen incentives and trust: a contextual approach and hard work is needed to tackle these challenges. Realizing Government 2.0 means looking beyond the technology and understanding its potential in a specific situation.

Social media institutionalization in public administrations has been conceptualized as the final stage of the adoption process. However, an understanding of organizational models for social media institutionalization in public administration is lacking. This exploratory study of Dutch local governments contributes to the literature by identifying how governments organize social media institutionalization. Drawing on an original questionnaire on social media adoption, two advanced cases were selected based on their high level of social media institutionalization: Utrecht and Eindhoven. For each case, in-depth semi structured interviews were carried out aiming at detecting institutionalization patterns. Our study highlights that, in contrast with the literature on stages of technological maturity, social media institutionalization shows two different organizational models: a centralized model, based on trust, with highly structured and formalized policy guides, low experimentation, formal training and evaluation supported by standardized reports; and a distributed model, based on control, with simple guiding principles, higher levels of experimentation, training build on a "learn by doing" basis, and individual evaluation mechanisms. These results enrich current academic understanding of social media institutionalization and may guide public officials involved in social media institutionalization practices.

This article focuses on understanding the dynamics of citizen participation in smart city initiatives. The literature identifies citizens as key actors, however, our understanding of their roles and influence is underdeveloped. Using modes of urban governance to provide contextual depth, alongside the literature on citizen participation in smart cities, this article conducts an in-depth examination of the roles of citizens. The results of an empirical study of citizen engagement in smart city governance in Brazil, the UK and the Netherlands demonstrate that the roles and functions undertaken by citizens are not static, they participate in a dynamic mode that evolves and changes over time. Also, identifies three emerging patterns of contextually specific citizen interaction: contestation, acceptance and collaboration. This highlights how smart city initiatives have differentiated outcomes and how the mode of governance in a societal and institutional context plays an important role in shaping patterns of citizen participation.

This article focuses on understanding the dynamics of citizen participation in smart city initiatives. The literature identifies citizens as key actors, however, our understanding of their roles and influence is underdeveloped. Using modes of urban governance to provide contextual depth, alongside the literature on citizen participation in smart cities, this article conducts an in-depth examination of the roles of citizens. The results of an empirical study of citizen engagement in smart city governance in Brazil, the UK and the Netherlands demonstrate that the roles and functions undertaken by citizens are not static, they participate in a dynamic mode that evolves and changes over time. Also, identifies three emerging patterns of contextually specific citizen interaction: contestation, acceptance and collaboration. This highlights how smart city initiatives have differentiated outcomes and how the mode of governance in a societal and institutional context plays an important role in shaping patterns of citizen participation.

Human-driven changes on this planet have been giving rise to global warming, social instability, civil wars, and acts of terrorism. The existing system of global governance is not equipped to effectively address these enormous challenges. It is slow where one must move quickly, favors bureaucracy and politics over authentic deliberations and effective interventions, and caters to power-brokers and mega-corporations. The world therefore needs a model of global governance that serves to make and implement collectively binding decisions that acknowledge the interests of all those affected, including future generations. This governance model must coordinate the work of great (e.g. national) powers, and at the same time enable billions of people to bring their intelligence and creativity to bear on these challenges. In many ways, the quest for a new system of global governance is a grand societal challenge in itself. In this paper, we draw on idealized design to develop an ideal model of global governance and explore the collective search and experimentation efforts it implies. This so-called United People (UP) model involves a circular hierarchy in which power and communication flow in ways that help the global community to effectively address transnational challenges and problems. It involves several, relatively small, governance bodies—rather than a large parliamentary assembly that tends to cripple responsive decision-making. The UP model also serves to effectively uncover and address power abuse, simplify the financial household of global governance, and support systemic forms of collaboration with NGOs and other organizations.

Human-driven changes on this planet have been giving rise to global warming, social instability, civil wars, and acts of terrorism. The existing system of global governance is not equipped to effectively address these enormous challenges. It is slow where one must move quickly, favors bureaucracy and politics over authentic deliberations and effective interventions, and caters to power-brokers and mega-corporations. The world therefore needs a model of global governance that serves to make and implement collectively binding decisions that acknowledge the interests of all those affected, including future generations. This governance model must coordinate the work of great (e.g. national) powers, and at the same time enable billions of people to bring their intelligence and creativity to bear on these challenges. In many ways, the quest for a new system of global governance is a grand societal challenge in itself. In this paper, we draw on idealized design to develop an ideal model of global governance and explore the collective search and experimentation efforts it implies. This so-called United People (UP) model involves a circular hierarchy in which power and communication flow in ways that help the global community to effectively address transnational challenges and problems. It involves several, relatively small, governance bodies—rather than a large parliamentary assembly that tends to cripple responsive decision-making. The UP model also serves to effectively uncover and address power abuse, simplify the financial household of global governance, and support systemic forms of collaboration with NGOs and other organizations.

Developments in open data have prompted a range of proposals and innovations in the domain of governance and public administration. Within the democratic tradition, transparency is seen as a fundamental element of democratic governance. While the use of open government data has the potential to enhance transparency and trust in government, realising any ideal of transparent democratic governance implies responding to a range of sociotechnical design challenges. In order to address these design challenges it is essential to adopt an interdisciplinary and stakeholder-engaged approach to research and innovation. In the current study, we describe a contextualist approach to the design of an open data collaboration platform in the context of an EU innovation project, focused on enhancing transparency and collaboration between citizens and public administrators through the use of open government data. We report on a collective intelligence scenario-based design process that has shaped the development of open data platform requirements and ongoing system engineering and evaluation work. Stakeholders across five pilot sites identified barriers to accessing, understanding, and using open data, and options to overcome these barriers across three broad categories: government and organisational issues; technical, data, and resource issues; and training and engagement issues. Stakeholders also expressed a broad variety of user needs across three domains: information needs; social-collaborative needs; and understandability, usability, and decision-making needs. Similarities and differences across sites are highlighted along with implications for open data platform design.

As the practices of public governance are rapidly changing, so must the theoretical frameworks for understanding the creation of efficient, effective and democratic governance solutions. First published as a special issue of Policy & Politics journal, this book explores the role of strategic management, digitalisation and generative platforms in encouraging the co-creation of innovative public value outcomes. It considers why we must transform the public sector to drive co-creation and the importance of integrating different theoretical strands when studying processes, barriers and outcomes. This book lays out important stepping-stones for the development of new research into the ongoing transition to co-creation as a mode of governance

In this short paper, we introduce ROUTE-TO-PA project, funded by European Union under the Horizon 2020 program, whose aim is to improve the transparency of Public Administration, by allowing citizens to make better use of Open Data, through collaboration and personalization.