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This book provides a comprehensive study of recent major developments of open government around the world, and analyzes the importance of open government efforts for public governance, making it of interest to academics and practitioners worldwide

On January 2009, President Obama signed the Memorandum on Transparency and Open Government. The memorandum declares the new Administration's commitment to creating an unprecedented level of openness in Government and establishing a system linking three principles: transparency, public participation and collaboration. Since then, federal agencies in the United States and public administrations around the world have embarked on open government initiatives and have worked to redefine their relationship with citizens and with each other. On September 20th, 2011, eight governments gathered in New York City to launch the Open Government Partnership, a new multilateral initiative to promote open government. The benefits attributed to open government are many and by no means universally shared. They include the claims that open government leads to more effective decision making and services, safeguards against corruption, enables public scrutiny, and promotes citizens' trust in government. However, the speed of events and pressure to implement has given rise to confusion and ambiguity. Although many of the initiatives have been based on opening data and on promoting open action, governments have followed different directions and interpretations when it has come to implement them and development of open government has become unequal and heterogeneous. This book provides a comprehensive study of recent major developments of open government around the world, and analyzes the importance of open government efforts for public governance, making it of interest to academics and practitioners worldwide.

"This book is a pivotal reference source for the latest scholarly research on the implementation of open government within the judiciary field, emphasizing the effectiveness and accountability achieved through these actions, highlighting the application of open government concepts in a global context"--

"This book aspires to describe the link between ICTs and human development (which includes economic, social and political development), to identify the potential applications of ICTs in several areas, and to provide insightful analysis about those factors (also contextual and institutional ones) that affect ICTs for development initiatives success or failure"--Provided by publisher

Collaboration is increasingly perceived as essential for digital transformation in the public sector. Transforming services and internal operations through the use of information and communication technologies frequently requires the engagement of multiple stakeholders beyond government agencies. This is particularly important in the specific case of smart city initiatives, which intend to leverage technologies to address complex socio-economic and sustainability challenges in local jurisdictions. In addition, emergent research asserts that community organizations such as public libraries can be strategic partners in these multi-actor efforts but does not adequately assess the determinants of these collaborations for developing smart cities, which may result in significant digital transformation at the local level. Based on public management literature on collaboration, this article contributes to digital transformation research by quantitively testing the antecedents of existing collaborations between public libraries and other stakeholders to develop smart cities. Overall, our findings suggest that leadership, preexisting relationships, and agreement on initial aims significantly impact the extent and effectiveness of public libraries' collaborations in developing smart cities.

AbstractTensions between police organizations and (community) stakeholders have taken center stage in recent years, with an escalation in protests and divisive rhetoric observed in many countries. Using attribution theory, this study examines how police officers interpret negative stakeholder feedback and how these interpretations shape their behavioral responses. Qualitative analysis based on 148 interviews with European police officers shows that officers make six different attributions about the causes of stakeholder critique, and that these have direct implications for their behavioral responses. In particular, these different attribution patterns are found to play a critical and hitherto unrecognized role in shaping police‐stakeholder relations and organizational learning among police forces.