Resilience orchestration and resilience facilitation: How government can orchestrate the whole UK ports market with limited resources – the case of UK ports resilience

Abstract

Government departments have limited resources but they are responsible for the healthy functioning of whole markets. This tension is amplified by the opportunities to generate, share and use information from new data sources and digital technologies. Huge increases in volumes and types of data produced by sensors and firms' IT systems can potentially be shared between firms which can cause information overload. This paper uses government orchestration theory to investigate the problems and opportunities of the UK's maritime transport ministry as it supports resilience planning for the whole country's ports system. We build on the developing Lean Government (l-Government) literature by theorizing on the differences between government and other stakeholders. We use a case study to investigate how these differences hinder as well as support the role of a government department. And how the special perspective of an orchestrator can integrate and filter information, motivate diverse collaborators and support the use of orchestration platforms in l-Government.

From recovery resilience to transformative resilience: How digital platforms reshape public service provision during and post COVID-19

“…These platforms are closely related to the ideal type of resilient public administration, as Duit (2016) defines it. As the orchestrators of networks, they are likely to interact, and link up, with multiple organizational units (Shaw et al 2019). They also promote citizen participation, stakeholder engagement, and social learning via a relatively low-cost trial-and-error policy experiment (Ansell and Miura 2020;Asgarkhani 2005).…”

An orchestration approach to smart city data ecosystems

“…This analysis provides a different perspective to the more traditional view of orchestration on the basis of authority, power or control of resources (Dhanaraj and Parkhe, 2006;Giudici et al, 2018;Hong and Snell, 2013). It further contributes to studies of government or public sector orchestration in managing complex projects by highlighting the duality of an orchestrator as both a strategist and manager, in contrast to covening and facilitation role (Janssen and Estevez, 2013;Shaw et al, 2019).…”

“…In digital government projects, the concept has been extended to government orchestration around a platform ecosystem (Cordella and Paletti, 2019). Platforms are the means to orchestrate public-private stakeholder relationships managed by government entities (Shaw et al, 2019), with the overarching aim of being efficient and achieving 'more with less' (Janssen and Estevez, 2013). The government orchestration perspective assumes the central role of one government authority that coordinates the development of resources and capabilities within the network.…”

“…The government orchestration perspective assumes the central role of one government authority that coordinates the development of resources and capabilities within the network. One of the potential benefits of government organisations as orchestrators is that the platform approach enables to decouple 'row' functions like service delivery from 'steer' functions like policy making (Shaw et al, 2019).…”

Many Miles to Paris: A Sectoral Innovation System Analysis of the Transport Sector in Norway and Canada in Light of the Paris Agreement

“…On the other hand, Canada's transportation sector is dominated by private-owned entities, operating in every part of its innovation system [96]. The existence of a wide governmental control can lead to a better orchestration [154] and coordination [155] of transition policies, which is important for avoiding a technological lock-in. Nonetheless, the plurality of private stakeholders can also have a positive impact on the transition, since they strive for competitiveness and larger market shares [156], but also because the performance of private firms is usually dependent on their corporate social responsibility regarding environmental strategies [157].…”