How does open government data driven co-creation occur? Six factors and a ‘perfect storm’; insights from Chicago's food inspection forecasting model

McBride, Keegan; Aavik, Gerli; Toots, Maarja; Kalvet, Tarmo; Krimmer, Robert

doi:10.1016/j.giq.2018.11.006

Cited by 90 publications

(101 citation statements)

References 31 publications

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“…With the ubiquitous growth of information technology and the internet, alternative options for governments to outsource public services exist (McBride et al 2019).…”

Section: Digital Public-private Oimentioning

confidence: 99%

A systematic literature review of open innovation in the public sector: comparing barriers and governance strategies of digital and non-digital open innovation

Wang

2020

Public Management Review

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“…With the ubiquitous growth of information technology and the internet, alternative options for governments to outsource public services exist (McBride et al 2019).…”

Section: Digital Public-private Oimentioning

confidence: 99%

A systematic literature review of open innovation in the public sector: comparing barriers and governance strategies of digital and non-digital open innovation

Wang

2020

Public Management Review

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“…Platform organisations increase public organisation efficiency because: 1) they enable the participation of external actors to co-produce public services, helping the organisation to deliver more value with fewer investments; 2) platforms build on modular structures based on stable core services to enable the development of third-party applications to support the evolution of service delivery and to reduce the complexity of the coordination of the actors who are involved in the production and delivery of these services; 3) platforms are easily accessible, and simplify the modification and creation of services. Moreover, the availability of open data, open standards, and open software that are often associated with public sector platform initiatives facilitates the collaboration among organisations and developers (McBride, Aavik, Toots, Kalvet, & Krimmer, 2019;Nitesh et al, 2013;Sayogo & Pardo, 2013;Sieber & Johnson, 2015).…”

Section: Introductionmentioning

confidence: 99%

Government as a platform, orchestration, and public value creation: The Italian case

Cordella

Paletti

2019

Government Information Quarterly

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E-Government literature has discussed how the adoption of the Government as a Platform (GaaP) can help public administration to produce more efficient public services. However, since little attention has been given to the impact of GaaP on public value creation more research is needed to analyse whether the GaaP is effective to help the government to deliver public services that fulfil social expectations and, hence, public value. Indeed, efficiency does not guarantee public value. Besides efficiency, public value incorporates citizens' variegated expectations and needs that change over time and that are sometimes rival. For these reasons, the delivery of public value is often challenging for public agencies. The aim of this paper is to explain how the GaaP configuration can help public administration to deliver public value better. The paper finds that the modularity of the platform configuration and different ecosystems that support public agencies need to be orchestrated to support the effective creation of public value. The authors analyse the case of the Italian GaaP initiative to discuss the importance of the orchestration of the GaaP characteristics to improve the coordination among public agencies and enable the co-production of services with external actors, in order to deliver public value better. The findings show that the orchestration of the GaaP configuration characteristics can enable Italian public administration to deliver public value, but also that, if the GaaP is not properly orchestrated, it can constrain the creation of public value.

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“…Ubaldi, 2013). While the stages and stakeholders are independent within the process, they are strongly interrelated because they reinforce one another (McBride et al, 2019). Thus, besides describing which value effects exist, it is pertinent to also look at when these effects emerge and how.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The effects of open government data: Some stylised facts

Francey¹,

Mettler²

2021

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There is a general expectation that open government data (OGD) can lead to the generation of value for government, business, and society. However, there appears to be a lack of scholarly literature that empirically validates what this value is or how it emerges. This paper addresses this concern by exploring what empirical evidence currently exists about the effects stemming from OGD in the case literature. Through the use of a literature review, 17 papers capturing empirical evidence were identified and, from these papers, a systematic collection of statements was extracted from which 173 were retained to construct what we term nine stylised facts. The identified stylised facts depicting features and correlations provide some insights into the de facto positive, negative and/or inconclusive effects relating to OGD as opposed to simply opinions and beliefs.

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How does open government data driven co-creation occur? Six factors and a ‘perfect storm’; insights from Chicago's food inspection forecasting model

Cited by 90 publications

References 31 publications

A systematic literature review of open innovation in the public sector: comparing barriers and governance strategies of digital and non-digital open innovation

A systematic literature review of open innovation in the public sector: comparing barriers and governance strategies of digital and non-digital open innovation

Government as a platform, orchestration, and public value creation: The Italian case

The effects of open government data: Some stylised facts

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