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© 2017 Proceedings of the 25th European Conference on Information Systems, ECIS 2017. All rights reserved. This study seeks to better understand the challenges involved in early stage development of citizen-facing Joined-Up Government and the mitigating strategies used to address these issues. In-depth interviews were carried out with 11 members of a unique, cross-agency case, the SmartStart life event project, the first of a planned suite of life event services in New Zealand's public sector. Three key underlying value tensions were identified as contributing to agency challenges: New Public Management versus Joined-Up Government, Immediate Needs versus Long Term Benefits, and Waterfall versus Agile development approaches. Participants successfully addressed these value tensions through three concurrent mitigating strategies: active stewardship, citizen centricity, and creation of reusable artefacts. A framework is proposed, based on the concept of a base isolator, to illustrate the dynamics between the underlying value tensions and mitigating strategies, which enable effective practice of Joined-Up Government. Understanding these value tensions and their relationship to the mitigating strategies has implications for both practitioners and researchers.

© 2017 Proceedings of the 25th European Conference on Information Systems, ECIS 2017. All rights reserved. Radio Frequency Identification (RFID) systems are becoming increasingly common in applications that are shared between the public and private sectors. These systems facilitate supply chain, traceability and sensor functions, not to mention the application of RFID technology in enabling the Internet of Things. Despite their increasing ubiquity, the management of public-private RFID systems is under-researched and little understood. This research addresses a gap in literature by using Actor-Network Theory (ANT) to uncover the public-private RFID network. It was found that the public-private sector relationship is initially characterised by stereotypical views which diminish as sectors work together. Further, the public sector in this context was seen to be a multiplicity with four different performances, public sector as a member of the public-private partnership; as legislator; as enforcer and as funding provider. This multiplicity is shown to lead to confusion within public-private partnerships as members of the partnership are not always clear about which performance of the public sector they are enacting, or interacting with. ANT provided a sound basis to explore such a complex networked system, its inclusion of technology within the construction of the social offers a way of understanding complexity within internet of things based applications.

© 27th European Conference on Information Systems - Information Systems for a Sharing Society, ECIS 2019. All rights reserved. The smart city concept is used as tool by local and municipal governments to deliver benefits relating to people, government, economy, mobility, environment and living. By embedding technologies and the internet of things in the city's infrastructure, smart cities aim to generate insights that drive local improvements and accrue to a global level. The smart city is also viewed as a transformative lever for government. As cities move beyond smart city pilot showcasing projects, they face the challenge of embedding smart city initiatives in business-as-usual. Despite ambitious goals and high stakes, little is known about the work that leaders perform in undertaking this transformation. This study explored the leadership practice of smart city leaders in Denmark, Holland, USA, Australia and New Zealand. We focus on how leaders drive transformation from showcasing to becoming a sustainable smart city, and the challenges faced. As result we present a framework of six barriers to overcome and five enacted leadership roles to transform the city of today to a future sustainable smart city. We use institutional logics as a lens to discuss and explain the challenges faced by city leaders and their critical role as innovation agents and boundary spanners in smart city transformation.

The open government paradigm relies on the provision and reuse of open government data (OGD) to improve transparency and create new sources of value. This study aims to progress understanding of OGD beyond a theoretical commentary by exploring the perceived sources of value of mashups (online services that combine diverse OGD), and to examine issues that impact on, and facilitate, the delivery of this value from an 'insider' perspective. Based on open-ended interviews with 17 individuals actively involved in OGD application design, use, and advocacy in New Zealand (ranked fourth in the 2013 Global Open Data Barometer) nine key sources of value were identified: Ease of discovery, improved data quality, bringing knowledge into relevant contexts, economic benefits, social benefits, cost reduction and efficiencies, predictive value, transparency, and ability to explore and play. Twelve barriers to delivering this value were found, ranging from change-related issues to problems relating to sustainability. Six facilitators were identified as helping to overcome these barriers and realise the value of OGD.

This study analyses a unique, revelatory case of service modelling in a complex organisation providing air traffic control. The study analyses broad modelling activities, including information elicitation, analysis, and organisation, undertaken by a small team internal to the organisation that so far has spent about 2,400 person‐hours of effort in the project. The study follows a qualitative approach in the interpretivist tradition based on interviews and document analysis. The study analyses the project framework, modelling notations, data collection, collaboration, modelling activities, and project outputs. The findings are interpreted in light of two theoretical lenses: coordination and simplexity. The study suggests that simplexity is beneficial for structuring the modelling of complex, knowledge‐based services. A pattern was identified combining an initial step promoting simplicity and establishing communication with the stakeholders, followed by a second step acquiring complexity of understanding. Considering the mechanisms defined by coordination theory (flow, share, and fit), the study suggests a predominance of the fit mechanism in modelling knowledge‐based services. The paper contributes to a better understanding of the challenges of modelling work through cognitive and knowledge‐based lenses and identifies possible strategies to overcome these challenges. The paper also contributes to the emergent literature on simplexity by applying that particular lens to work modelling.

AbstractThis paper reports on the results of a larger research project that investigated the factors impacting on inter‐organisational transfer in the New Zealand State Sector. Seven gatekeepers (boundary‐spanning individuals) from different organisations were interviewed about their experiences in facilitating knowledge transfer between a cross‐sector working group and their organisation. The context for the research was the Pathfinder Project, a project based around the development and transfer of an emergent knowledge model for strategic management, Managing for Outcomes (MfO). A range of factors that facilitated knowledge transfer were identified. Among these, translation and interpretation activities were found to be critical to successful knowledge transfer. Gatekeepers reported acting as translator/interpreter, an essential role which demanded specialised skills. The nature of this role is outlined, with reference to a staged model for knowledge transfer that emerged from the research project. The translator/interpreter role required gatekeepers to engage in active and continuous conversion of knowledge to meet the differing needs of a range of recipients. This helped to increase the overall absorptive capacity of participating organisations. Implications of these findings for research and practice are outlined. Copyright © 2007 John Wiley & Sons, Ltd.

This research identifies a model of factors affecting privacy in RFID systems that are shared between public and private sector organisations. Actor-Network Theory (ANT) is used as a framework for this research which identifies the nature of the data collected, voluntariness, legislation and security as factors affecting privacy, particularly within the public sector. In the private sector the desire for self-regulation and competitive advantage are seen. Across both sectors, understanding of the data collected by RFID systems, tailored staff access to data, and an unclear definition of privacy are identified. If these factors can be addressed, it is suggested that improved privacy, greater data sharing, and better valuation of data are possible outcomes.

PurposeThe study aims to explore whether there is diversity of occupational culture among IT workers. Prior work conceptualizes IT occupational culture (ITOC) as based around six distinctive values (ASPIRE) but has not explored whether there is variation in ITOC.Design/methodology/approachSurvey data from 496 New Zealand IT workers was used to create factors representing IT occupational values based on the ASPIRE tool. Hierarchical cluster analysis and discriminant analysis were applied to identify distinctive segments of ITOC.FindingsFour ITOC segments were identified: fun-lovers, innovators, independents and institutionalists. These differed in the relative emphasis ascribed to the ITOC values with each segment being distinguished by 1–2 dominant values. Segment membership varied according to level of responsibility and birth country. Institutionalists and innovators had higher concern about organizational and IT issues than fun-lovers and independents. Job satisfaction was lowest among innovators and highest along institutionalists.Research limitations/implicationsThis study challenges the concept of a unified ITOC, suggesting that ITOC is pluralistic. It also theorizes about interactions between ITOC, individual motivation and values and national culture.Practical implicationsManagement needs to be cognizant of the fact that IT occupational culture is not homogeneous and different IT occupational segments require unique management approaches, and that their own values may not match those of others in IT work. By understanding ITOC segments, managers can tailor support, assign tasks appropriately and design teams to optimize synergies and avoid conflict.Originality/valueThis study reveals the existence of ITOC segments and theorizes about the relationship of these to innovation-orientation, job satisfaction, individual motivation, work styles and national culture. The combination of cluster and discriminant analysis is a valuable replicable inductive method that is underrepresented in Information Systems (IS) research.