Abstract
This paper explores how organizations expand data-sharing capabilities beyond the loci of emergence. This inquiry was ignited from an observation that external developer practices had subverted a public sector organization into developing transformational data-sharing capabilities that effectively replaced existing integration practices within the agency. To detail and explain how the administration was able to draw on the practices and platforms established for an external context in an organizational (internal) context, we analyzed our empirical dataset using dynamic capabilities theory. By unpacking enabling microfoundations and overarching capabilities, we could explain our observations and put forward six microfoundations that underpin three data-sharing capabilities.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Similar content being viewed by others
Notes
- 1.
In framing this concept, we took inspiration from the ecosystem carryover [40] concept. However, while the original concept concerned utilizing existing ecosystems in new contexts, in our case it was the underlying logics that was replicated.
References
Mergel, I.: Digital service teams in government. Gov. Inform. Q. 36, 101389 (2019)
Bason, C.: Leading Public Sector Innovation 2E Co-creating for a Better Society. Policy Press, Chicago (2018)
Gil-Garcia, J.R., Helbig, N., Ojo, A.: Being smart: emerging technologies and innovation in the public sector. Gov. Inform. Q. 31, I1–I8 (2014)
Parker, G., Alstyne, M.W.V., Jiang, X.: Platform ecosystems: how developers invert the firm. Manag. Inf. Syst. Q. 41, 255–266 (2017)
Tiwana, A.: Platform Ecosystems: Aligning Architecture, Governance, and Strategy. MK, Amsterdam; Waltham, MA (2014)
Wirtz, B.W., Daiser, P.: A meta-analysis of empirical e-government research and its future research implications. Int. Rev. Adm. Sci. 84, 144–163 (2018)
Mergel, I., Edelmann, N., Haug, N.: Defining digital transformation: results from expert interviews. Gov. Inf. Q. 36, 101385 (2019)
Gil-Garcia, J.R., Sayogo, D.S.: Government inter-organizational information sharing initiatives: understanding the main determinants of success. Gov. Inf. Q. 33, 572–582 (2016)
Wang, F.: Understanding the dynamic mechanism of interagency government data sharing. Gov. Inf. Q. 35, 536–546 (2018)
Scholl, H.J. (Jochen), Klischewski, R.: E-government integration and interoperability: framing the research agenda. Int. J. Public Admin. 30, 889–920 (2007)
Eriksson, O., Ågerfalk, P.J.: Speaking things into existence: ontological foundations of identity representation and management. Inf. Syst. J. 32, 33–60 (2022)
Karlsson, F., Frostenson, M., Prenkert, F., Kolkowska, E., Helin, S.: Inter-organisational information sharing in the public sector: a longitudinal case study on the reshaping of success factors. Gov. Inf. Q. 34, 567–577 (2017)
Janssen, M., Estevez, E.: Lean government and platform-based governance—doing more with less. Gov. Inf. Q. 30, S1–S8 (2013)
Baldwin, C.Y., Woodard, C.J.: The architecture of platforms: a unified view. In: Gawer, A. (ed.) Platforms, Markets and Innovation (2009)
Parker, G., Alstyne, M.V., Choudary, S.P.: Platform Revolution: How Networked Markets are Transforming the Economy and How to Make Them Work for You. W.W. Norton & Company, New York (2016)
Huang, J., Henfridsson, O., Liu, M.J., Newell, S.: Growing on steroids: rapidly scaling the user base of digital ventures through digital innovation. Mis. Quart. 41, 301–314 (2017)
Tiwana, A.: Platform desertion by app developers. J. Manage. Inf. Syst. 32, 40–77 (2015)
Wareham, J., Fox, P.B., Giner, J.L.C.: Technology ecosystem governance. Organ. Sci. 25, 1195–1215 (2014)
Baldwin, C.Y.: Where do transactions come from? Modularity, transactions, and the boundaries of firms. Ind. Corp. Change. 17, 155–195 (2007)
Foerderer, J., Kude, T., Schuetz, S.W., Heinzl, A.: Knowledge boundaries in enterprise software platform development: antecedents and consequences for platform governance. Inf. Syst. J. 29, 119–144 (2019)
Jussen, I., Schweihoff, J., Dahms, V., Möller, F., Otto, B.: Data sharing fundamentals: characteristics and definition (2023)
Teece, D.J., Pisano, G., Shuen, A.: Dynamic capabilities and strategic management. Strategic Manage J. 18, 509–533 (1997)
Hansen, J.R., Ferlie, E.: Applying strategic management theories in public sector organizations: developing a typology. Public Manag. Rev. 18, 1–19 (2016)
Pablo, A.L., Reay, T., Dewald, J.R., Casebeer, A.L.: Identifying, enabling and managing dynamic capabilities in the public sector*. J. Manage. Stud. 44, 687–708 (2007)
Rose, J., Persson, J.S., Heeager, L.T., Irani, Z.: Managing e-Government: value positions and relationships. Inf. Syst. J. 25, 531–571 (2015)
Toll, D., Lindgren, I., Melin, U., Madsen, C.Ø.: Artificial intelligence in Swedish policies: values, benefits, considerations and risks. In: Lindgren, I., et al. (eds.) EGOV 2019. LNCS, vol. 11685, pp. 301–310. Springer, Cham (2019). https://doi.org/10.1007/978-3-030-27325-5_23
Barrutia, J.M., Echebarria, C., Aguado-Moralejo, I., Apaolaza-Ibáñez, V., Hartmann, P.: Leading smart city projects: government dynamic capabilities and public value creation. Technol. Forecast. Soc. 179, 121679 (2022)
Teece, D.J.: Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic. Manage. J. 28, 1319–1350 (2007)
Helfat, C.E., Raubitschek, R.S.: Dynamic and integrative capabilities for profiting from innovation in digital platform-based ecosystems. Res. Policy. 47, 1391–1399 (2018)
Eisenhardt, K.M., Martin, J.A.: Dynamic capabilities: what are they? Strategic Manage. J. 21, 1105–1121 (2000)
Janssen, M., van der Voort, H.: Adaptive governance: towards a stable, accountable and responsive government. Gov. Inf. Q. 33, 1–5 (2016)
Baden-Fuller, C., Teece, D.J.: Market sensing, dynamic capability, and competitive dynamics. Ind. Market Manag. 89, 105–106 (2019)
Mero, J., Haapio, H.: An effectual approach to executing dynamic capabilities under unexpected uncertainty. Ind. Market Manag. 107, 82–91 (2022)
Sarasvathy, S.D.: Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial contingency. Acad. Manage. Rev. 26, 243–263 (2001)
Dubois, A., Gadde, L.-E.: Systematic combining: an abductive approach to case research. J. Bus. Res. 55, 553–560 (2002)
Alvesson, M., Kärreman, D.: Constructing mystery: empirical matters in theory development. Acad. Manage. Rev. 32, 1265–1281 (2007)
Breznitz, D., Ornston, D.: The revolutionary power of peripheral agencies. Comput. Polit. Stud. 46, 1219–1245 (2013)
Daniel, E.M., Wilson, H.N.: The role of dynamic capabilities in e-business transformation. Eur. J. Inf. Syst. 12, 282–296 (2003)
Parker, G., Alstyne, M.W.V., Jiang, X.: Platform ecosystems: how developers invert the firm. SSRN Electron. J. 41, 255–266 (2016)
Adner, R.: The Wide Lens: A New Strategy for Innovation. Portfolio/Penguin, New York (2012)
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2023 IFIP International Federation for Information Processing
About this paper
Cite this paper
Rudmark, D., Molin, A. (2023). From Integration to Data Sharing - How Developers Subvert the Public Sector. In: Edelmann, N., Danneels, L., Novak, AS., Panagiotopoulos, P., Susha, I. (eds) Electronic Participation. ePart 2023. Lecture Notes in Computer Science, vol 14153. Springer, Cham. https://doi.org/10.1007/978-3-031-41617-0_9
Download citation
DOI: https://doi.org/10.1007/978-3-031-41617-0_9
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-031-41616-3
Online ISBN: 978-3-031-41617-0
eBook Packages: Computer ScienceComputer Science (R0)