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AbstractWe know that information quality affects the performance of relief agencies during emergency management processes. Yet, recent studies keep revealing that relief workers faced information quality challenges during emergencies. While this can be partly attributed to the fragmented nature of the incompatible information systems that were designed from a single-agency perspective in order to support routine processes, there is a desperate need for overarching architecture principles that allow for the support of non-routine, interagency information needs. Principles are defined as normative, reusable and directive statements that guide architects in designing the capabilities needed to achieve overarching goals. This study presents a methodology for extracting such principles for information systems that can be employed for emergency management processes. Based on literature review, case surveys, interviews with architects and qualitative analysis, 12 principles are proposed for information quality assurance. Architects working at relief agencies can adopt these principles to redesign information systems in order to assure information quality from an interagency perspective. Due to the absence of an interagency system governing body, the main challenge lies in promoting and monitoring the adoption of such principles across relief agencies.

Part 3: Adoption and Diffusion ; International audience ; XBRL has been established as a financial reporting standard in the last 15 years. Many countries already adopting XBRL-based reporting system. In some countries it mandated by the government and for the other voluntary. IT adoption and implementation already existed as a separate process. To get more comprehensive analysis, this article aims to propose a unified conceptual model for IT adoption and implementation processes. A literature review on inter-organizational system (IOS) was conducted to reach that objective. This resulted in a conceptual framework represented by factors influencing adoption and implementation, levels of adoption and arrangement of the system. This framework will be used in further empirical study of XBRL reporting system or in broader, analysing the implementation of inter-organizational system.

Governments are increasingly opening their datasets, allowing use. Drawing on a multi-method approach, this paper develops a framework for identifying factors influencing the adoption of Open Government Data (OGD) by private organisations. Subsequently the framework was used to analyse five cases. The findings reveal that for private organizations to use OGD, the content and source of the data needs to be clear, a usable open data license must be present and continuity of data updates needs to be ensured. For none of the investigated private organisations OGD was key to their existence. Organisations use OGD in addition to, or as an enhancement of their core activities. As the official OGD-channels are bypassed trustworthy relationships between the data user and data provider were found to play an important role in finding and using OGD. The findings of this study can help government agencies in developing OGD-policies and stimulating OGD-use.

Part 5: Transformation, Values and Change ; International audience ; The ongoing financial crisis is forcing governments to consider leaner (less resource intensive) forms of public service delivery. This is a difficult process, especially since recent private sector scandals demand that governments become more vigilant. Public-private collaboration (PPC) needs to address this 'lean yet vigilant' challenge. However, PPCs have proven to take a long time to establish and bring to fruition. Hurdles that delay the achievement of goals include the need to agree on standards in an environment with heterogeneous interests, changing laws and unclear revenue models. While literature on managing PPC hints towards the need for both compulsory measures (plan-driven, restrictive) and adaptive measures (learning-driven, leeway), case studies illustrating how these measures can be integrated in practice are scarce. Drawing on the Standard Business Reporting case in the Netherlands, this paper shows that both compulsory and adaptive measures are necessary to advance in multi-actor standardization processes. Our findings indicate that PPC managers need to impose with leeway by taking an engineering approach to architecture development yet providing leeway in the details.