scholarly journals An Analysis on Collaborative Governance of the Innovative Education District in Seoul: A Case Study on Dobong-gu, Mapo-gu, and Eunpyeong-gu

2019 ◽  
Vol 33 (4) ◽  
pp. 261-291
Author(s):  
Choi, Jung-Eun ◽  
Kim, Hye Won
Keyword(s):  
Collaborative Governance ◽  
Innovative Education

MANAGING DIGITAL TRANSFORMATION IN DIGITAL BUSINESS ECOSYSTEMS

2021 ◽  
Author(s):  
TIINA TAWASTSTJERNA ◽  
HEIDI OLANDER
Keyword(s):  
Success Factors ◽  
Collaborative Governance ◽  
Digital Transformation ◽  
Key Success Factors ◽  
Multiple Partners ◽  
Business Ecosystems

Previous research has increased our understanding of digital transformation (DT) and digital business ecosystems as independent topics. Less is known about how DT unfolds in digital business ecosystems. Such collaborative creation of digital innovations is affected by individual actors and by ecosystem as a whole. Based on an empirical case study of an ecosystem facilitator company and its digital business ecosystems as embedded cases, this paper contributes to the understanding of key success factors in new digital business ecosystems. The findings support collaborative governance as an important tool in leading the DT among multiple partners. Moreover, the findings present the concept of a common rulebook, including the practices, principles, guidelines, tools, handshakes, and boundaries, as an enabler for ways of working in an ecosystem. Managers can use this paper to increase their understanding on the governance of digital business ecosystems and to clarify their organisational expectations when participating in joint endeavours involving DT.

Street-level collaboration: perception, power, and politics on the frontlines of collaboration

2020 ◽  
Vol 33 (4) ◽  
pp. 461-476
Author(s):  
Harish P. Jagannath
Keyword(s):  
Single Case ◽  
Sufficient Conditions ◽  
Collaborative Governance ◽  
Bureaucratic Politics ◽  
Causal Mechanism ◽  
Single Case Study ◽  
Content Type ◽  
Street Level ◽  
Collaborative Initiative

PurposeTo examine the implementation processes and outcomes of collaborative governance initiatives through the lens of bureaucratic politics.Design/methodology/approachAn in-depth single case study research design with 28 embedded cases to study the implementation of a collaborative governance initiative. This paper uses the analytical technique of process tracing to explicate necessary and sufficient conditions to uncover causal mechanisms and confirm descriptive and causal inferences.FindingsThis study finds that when street-level bureaucrats perceived the collaborative initiative as a health intervention (and not as a collaborative initiative), it resulted in low levels of stakeholder participation and made the collaborative initiative unsuccessful. This paper finds that bureaucratic politics is the causal mechanism that further legitimized this perception resulting in each stakeholder group avoiding participation and sticking to their departmental siloes.Research limitations/implicationsThis is a single case study about a revelatory case of collaborative governance implementation in India, and findings are analytically generalizable to similar administrative contexts. Further research is needed through a multiple case study design in a comparative context to examine bureaucratic politics in implementing collaborative initiatives.Practical implicationsPolicymakers and managers need to carefully consider the implications of engaging organizations with competing institutional histories when formulating and implementing collaborative governance initiatives.Originality/valueThis study's uniqueness is that it examines implementation of collaborative governance through a bureaucratic politics lens. Specifically, the study applies Western-centric scholarship on collaborative governance and street-level bureaucracy to a non-Western developing country context to push the theoretical and empirical boundaries of key concepts in public administration.

Using Enterprise Architecture to Transform Service Delivery

2011 ◽  
pp. 307-339 ◽  
Author(s):  
Timothy Biggert
Keyword(s):  
Service Delivery ◽  
Human Resources ◽  
Enterprise Architecture ◽  
Collaborative Governance ◽  
The United States ◽  
Common View ◽  
Office Of Personnel Management ◽  
The Common ◽  
United States Federal Government

This chapter provides a case study on how the U.S. Office of Personnel Management has led the establishment of the Human Resources Line of Business (HR LOB). It explains how the HR LOB program has used enterprise architecture to drive transformation to a new Human Resources service delivery model across the United States Federal government. The authors propose that the common view and vocabulary that EA artifacts provide, along with the collaborative governance that took place to create the artifacts, has produced a solid business foundation for this extensive business transformation effort.

Integrating collaborative governance theory with the Advocacy Coalition Framework

2018 ◽  
Vol 39 (1) ◽  
pp. 35-64 ◽  
Author(s):  
Elizabeth A. Koebele
Keyword(s):  
Policy Change ◽  
Collaborative Governance ◽  
Advocacy Coalition Framework ◽  
Advocacy Coalition ◽  
Governance Theory ◽  
Governance Process ◽  
Original Case ◽  
Governance Processes ◽  
Governance Arrangements

AbstractAs collaborative governance processes continue to grow in popularity, practitioners and policy scholars alike can benefit from the development of methods to better analyse and evaluate them. This article develops one such method by demonstrating how collaborative governance theory can be integrated with the Advocacy Coalition Framework (ACF) to better explain coalition dynamics, policy-oriented learning and policy change in collaborative contexts. I offer three theoretical propositions that suggest alternate relationships among ACF variables under collaborative governance arrangements and illustrate these propositions using interview data from an original case study of a collaborative governance process in Colorado, USA. The integration of collaborative governance theory with the ACF improves its application in collaborative contexts and provides new theoretical insights into the study and practice of collaborative governance.

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