Part 3: Policy and StakeholdersInternational audienceData-driven innovation has great potential for the development of innovative services that not only have economic value, but that help to address societal challenges. Many of these challenges can only be addressed by data sharing of public and privately owned data. These public-private data sharing collaborations require data governance rules. Data governance can address many barriers, for example by deploying a decision model to guide choices regarding data sharing resulting in interventions supported by a data sharing platform. Based on a literature review of data governance and three use cases for data sharing in the logistics sector, we have developed a data sharing decision model from the perspective of a data provider. The decision model addresses technical as well as ownership, privacy, and economical barriers to sharing publicly and privately owned data and subsequently proposes interventions to address these barriers. We found that the decision model is useful for identifying and addressing data sharing barriers as it is applicable to amongst others privacy and commercial sensitive data

Part 2: Open GovernmentInternational audienceInnovation based on open data lags behind the high expectations of policy makers. Hence, open data researchers have investigated the barriers of open data publication and adoption. This paper contributes to this literature by taking a capabilities perspective on how successful open data re-users create value out of the available data sources. First, a framework of IT, organization and skills capabilities required to innovate with data is derived from literature. Second, a case study including a survey and interview with managers from 12 frontrunners in the Netherlands was conducted. The analysis reveals that skills are valued the highest closely followed by organizational capabilities. Setting up a multi-disciplinary team with motivated employees and giving this team the mandate to experiment with data, is essential when innovating with open data. Theoretically, this study contributes to open data research by offering a new capabilities perspective on the organizational level. Our results highlight the importance of entrepreneurship theories to explain value creation with open data. Practically, our study suggests that digital skills and start-ups are important to the open government data policies

This paper deals with the development and use of business cases in support of cross-organizational enterprise resource planning (ERP)-enabled e-business integration initiatives. In order to ensure that such a project starts successfully, we will focus on preimplementation activities. We propose a set of business case guidelines that emphasize the importance of benefits management during ERP implementations.

Creating and negotiating an inter-organizational business case (BC) for multiple-stakeholder enterprise systems is a major challenge. This paper looks closer into the factors that influence the stakeholders’ willingness to share information necessary for the BC development. The authors develop an explanatory framework showing the effect that project constellation has on the development of a shared BC. They identify several factors, such as goal consensus, cultural and semantic similarities and willingness to share information, that mitigate this effect. Subsequently, the authors apply the framework in an inter-organizational case study in which a BC is developed. The findings show that current BC development methods need to be re-stated and complemented by new tools and interventions to support stakeholders in the inter-organizational specific setting. The authors elaborate on the possibilities that group decision support systems might offer to overcome challenges that might be experienced in the BC development process.

Abstract. Developing the business case (BC) for an inter-organizational network is a major challenge. Factors like competition and differences in semantics between actors influence the stakeholders' willingness to share information necessary for the BC development. In this paper we develop an exploratory framework showing the effect that coordination structure and project scope have on the development of a shared BC. We defined several coordination properties, such as competition, decision making location and decision power that mitigate this effect. We applied the framework in a case study where a BC is developed for an inter-organizational network. Our findings show that current BC development methods need to be re-stated and complemented by extra tools and interventions to support stakeholders in the inter-organizational specific setting.