The Salience and Urgency of Enterprise Data Management In the Public Sector

In this emerging topics paper, we argue that enterprise data management is a key enabler for new and innovative uses of data. Given widespread recognition of the public value potential of these new uses of data, enterprise data management capability is increasingly salient and recognized as urgent. We further argue that creating capability for enterprise data management is poorly understood. However, since enterprise data management is a future practitioner imperative, new research from the digital government community addressing the challenges to creating such capability is required. We illustrate the salience and urgency of enterprise data management through three vignettes that highlight the potential of such efforts to reorganize the public sector along new data oriented lines. A focus on the role of governance and the chief data officer as key enablers to creating public value from data highlight the need for research in these areas

From Agency to Structure: Analysis of an Episode in a Facilitation Process 1 *

Cooren, 2004), the phenomenon of nonhuman agency has been highlighted as a key element whose recognition might allow researchers to better account for the nature and functioning of organizations. Based on Michel Callon’s (1986), Bruno Latour’s (1996, 1999, 2004) and John Law’s (2001) groundbreaking work, this approach consists of showing that the roles machines, tools, documents, architectural elements, and artifacts more generally play in collectives tend to be neglected in social sciences in general and organizational studies in particular, and that recognizing the active contribution of these elements might help us solve both theoretical and analytical problems. The strength of this approach, in comparison to others like Structuration Theory (Giddens, 1979, 1984

A Dynamic Theory of Collaboration: A Structural Approach to Facilitating Intergovernmental Use of Information Technology

Government Affairs and Policy This paper explores the dynamics of trust, collaboration, and knowledge sharing in the context of a multigovernmental, interorganizational project to design and implement a new information system. Drawing on research and a case study of a successful project, the authors construct a system dynamics model and simulate a base case scenario. They then explore several scenarios in which trust, knowledge of other agencies ’ work, and skill in meeting facilitation are varied, and they theorize about why certain facilitation attributes and objects can effectively build cross-boundary trust and collaboration. 1