Suchergebnisse

Purpose
– This paper aims to investigate which organizational measures can facilitate the use of open data. Implementation of open government data initiatives is commonly supply-driven, as it is difficult to predict the possible uses and users of data. Nonetheless, the value of open data materializes only upon its use – either to achieve societal benefits or economic value.


Design/methodology/approach
– First, a list of organizational measures to facilitate open data use from the literature is collated. Then, four case studies to examine the challenges faced in practice when implementing them are carried out. The case sample includes two types of organizations (statistical agency and municipality) in two country settings (Sweden and The Netherlands).


Findings
– Public organizations find it challenging to set up support for open data users having various requirements and skills. Most public organizations have no or limited interaction with data users and are often selective with regards to with whom and how to communicate.


Research limitations/implications
– Given the fragmented and emerging state of research on open data use and engagement, to date no systematic framework existed which would be dedicated to user engagement strategies. The authors systematized the literature and identified the themes pertaining to this issue. Their contribution is a list of measures for public organizations to improve open data use.


Practical implications
– An important deliverable of this research is the list of possible organizational measures, which can be used by public managers to plan their open data engagement strategies. The authors suggest that data publishers adopt a problem-oriented approach for selecting which data to publish and put more efforts into stimulating stakeholder participation.


Originality/value
– The novelty of this study lies in the fact that it addresses a previously overlooked area of open data research, namely, the use of open data and ways to stimulate it.

PurposeThe purpose of this paper is to evaluate effects of students' 1:1 laptop use from a capability perspective by investigating increases and decreases of students' opportunities and choices. The paper investigates changes that have taken place and how these changes enable or restrict students to do and be what they desire.Design/methodology/approachThe paper undertakes an interpretive case study based on group interviews and questionnaires. Sen's capability approach is used as theoretical framework and has informed the data collection and the analysis.Findings1:1 laptops in schools have provided students with new opportunities and choices, but also restricted others. An evident opportunity is the equalization of access to computers. Other opportunities relate to schoolwork efficiency and increased access to information. Gains also include the use of different media for overcoming disabilities or to fit individual learning styles. Regarding students' well‐being, a "fun" learning environment is mentioned. However, the "fun" is often about playing games or using social media – something which diverts the students' attention from the learning. Students also find that they are less social, too computer dependent, and that they miss using pen and paper. Additionally, health issues such as back problems and headaches are reported, as well as an increased risk of being robbed.Originality/valueMost research on 1:1 laptops in education focuses on easily quantifiable measures and reports from a teacher perspective. The paper takes a broader approach and investigates the impact 1:1 laptops have on students' well‐being and agency.

New approaches and tools are required because of the increasing request for public participation and democratic decision making. There are two particular major challenges associated with this namely, applications allowing for large numbers of users and the balancing of participation and expertise. This article tests a method attempting to achieve this by combining a multi-criteria decision approach with different forms of discussion and deliberation. The method involves relaxed requirements for user exactness in statements of opinion and was tested on 90 students aged 17-19. Is it possible to extend multi-criteria decision analysis to the public? In order to answer this question, our research focuses on (1) scalability, or the potential for increased participation, as well as (2) decision quality, i.e. whether the alternatives are reflected upon and if there have been reasoned judgments. The test and survey found both these criteria met. The findings suggest that the method can be used for large scale participation during a decision making process, but also that a participatory process is improved by lengthier deliberation and more than one point of measurement so that opinions can stabilize.

One-stop e-government holds potential benefits in all contexts and especially in the context of developing countries and in the Least Developed Countries (LDCs). Implementation of one-stop e-government can be challenging as it normally requires addressing a number of organisational issues including those related to the integration of the individual government information systems of different departments which traditionally function as silos; tackling organisational issues can be difficult due to the nature of the public sector. However, the contemporary literature paints a picture of scarce research on the organisational issues that impede the implementation of one-stop e-government initiatives in LDCs. This paper explores the organisational issues underlying the implementation of 'one-stop' e-government initiatives in Rwanda, an LDC. The study explores the status of these elements as of and up to March 2017. The qualitative case study methodology used for this study involved data collection by means of documents and interviews with key managers from central government organisations, from a private company, and from local government service clerks. Template analysis was used as a method for data analysis. Even though the number of online services for citizens, businesses, and other agencies is growing rapidly and easy payment of service fees is available, a number of organisational issues were identified. These include the lack of a clear plan of 'to-be' service processes and a corresponding change management strategy. Service re-design was taking place very much ad hoc. There were also unclear systematic organisational learning mechanisms and unclear operational goals in the local government. Addressing these issues would contribute towards improving the implementation of one-stop e-government and its corresponding services in such a context. The paper contributes to research by providing insights into organisational issues in a country currently in an early stage of e-government development. For Rwandan ...

E‑government is currently high on the agenda in many developing countries (DCs). While e‑government is well‑established in many developed countries it is new to least developed countries. Countries that start implementing e‑government today can benefit from easy import of modern technologies, but adaptation to local conditions and the organizational change that is required cannot be imported, but must be developed at home. By using examples of an ongoing initiative by the Government of Rwanda to digitalize all G2C and G2B into a single window platform, the current study investigated the important challenges in the implementation of e‑government in Rwanda. An interpretive case study was followed. Data was collected through interviews and participatory observations during August to December 2015. Data analysis was inductive, the analysis method was content analysis, and the coding followed open‑coding. NVivo software has been used to handle data and facilitate the analysis. The study found six overarching categories of aspects that challenge a successful implementation of e‑government in Rwanda. They include information infrastructure for e‑government, social inclusion, governance, management, trust in the new system, and languages. However, challenges to e‑government implementation should not be taken as of the same extent, neither their degree of mitigation. Rather, they influence and are influenced by various contextual factors which include political support, nature of the e‑government project, implementation strategies, human and socio‑economic development, existing information infrastructure, and operational capabilities. Having said this, we also argue that countries should learn from one another of their experiences, success stories, and mistakes. Despite a number of associated challenges, the adopted public‑private partnership (PPP) approach to e‑Government implementation in Rwanda might indeed seem as a suitable catalyst for e‑government success in the country. 2.5.0.0 ; 2.5.0.0 ; E-Government Implementation in Rwanda: the value and context

We present a case study in which a decision support method (ADL) was employed by a local government in order to guide and aid decisions on three complicated and politically infected issues which had remained unresolved for many years. The research inquiry was whether a well-defined and openly accessible method would aid a common understanding of the decision problems, and whether people would be able to accept a clearly motivated decision even if politically they preferred a different option. The ADL method has been used in several public sector projects ranging from very large purchasing decisions to the selection of national policies, but this test case was novel in that it involved close inspection by the public. This case was also devised as a test of new methods for potential inclusion into normal practices. The post-case analysis shows mixed understanding of and belief in the method. The results raise issues concerning both the potential for decision support methods in a political context and the nature of political decision making. ; PI - Publika Informationssystem