Canadian government electronic information policy

Nilsen, Kirsti

doi:10.1016/0740-624x(93)90051-z

Cited by 9 publications

(4 citation statements)

References 3 publications

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“…Such a perception could have a significant impact on the amount that information policy issues were discussed during the Canadian campaign. These findings are further reflected in the relatively small amount of research published specifically on Canadian information policy (Nilsen, 1993(Nilsen, , 1994. Given what was observed during the recent U.S. election and the ability of the Obama campaign to shape the information policy discussion and promote reaction within the McCain campaign, it remains to be seen if the emphasis on information policies in the U.S. will serve as an example for Canadian politicians, who may perceive the need to maintain pace with their close neighbor and therefore create new, broad initiatives on the subjects of information, communication, and e-government.…”

Section: Cross-national Comparisonsmentioning

confidence: 69%

Information Policy in National Political Campaigns: A Comparison of the 2008 Campaigns for President of the United States and Prime Minister of Canada

Jaeger

Paquette

Simmons

2010

Journal of Information Technology & Politics

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Section: Cross-national Comparisonsmentioning

confidence: 69%

Information Policy in National Political Campaigns: A Comparison of the 2008 Campaigns for President of the United States and Prime Minister of Canada

Jaeger

Paquette

Simmons

2010

Journal of Information Technology & Politics

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“…A Request for Proposal was issued and SAP's R/3 system won out above all others and the Government decided to adopt SAP R/3 system. Besides, the IT management policy for Government has set its objectives, "to ensure that information technology is used as a strategic tool to support government priorities and program delivery, to increase productivity, and to enhance and support its corporate goals such as service to the public" (Nilsen, 1993). To accomplish this, an ERP solution had been suggested and accordingly SAP R/3 was implemented in April 1996.…”

Section: Erp Adoptionmentioning

confidence: 99%

Capturing Users' Tacit Knowledge in ERP Implementation: An Exploratory Multi-Site Case Study

Palanisamy

2007

J. Info. Know. Mgmt.

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This study examines capturing users' tacit knowledge in enterprise resource planning (ERP) systems. To mitigate the risks in implementing ERP systems, a knowledge based approach is followed. The ERP implementation team depends upon users for their knowledge to understand the business rules and processes required for the ERP systems. The value of ERP implementation is increased when users' tacit knowledge has been integrated into ERP systems. This paper attempts to understand how Canadian organisations are capturing the users' tacit knowledge in ERP implementation. A case study methodology is followed to accomplish the research objective. Three organisations from telecommunication, government, and retail sectors participated in the study. For data collection, semi-structured interviews were conducted with four to six respondents from each firm. The findings about tacit knowledge sharing in three firms that have implemented ERP systems are presented. The findings are categorised as follows: ERP adoption by all three firms, implemented ERP modules, users' tacit knowledge capturing and conversion, activities and approaches, users' tacit knowledge for interim modification and post-implementation. The lessons learned are given by presenting a cross-comparison of three case studies.

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“…Many governments now recognize that government-held information may be one of those assets, and that the prices charged for access to that information can be substantial if government is a monopoly supplier. "Government information is becoming a commodity to be exploited," says Kirsti Nilsen (Nilsen 1993;Nilsen 1994), who sees a shift in government policy away from the view of information as a public resource to be widely disseminated at low cost and toward the view of information as a "corporate resource" that can be used to generate revenue.…”

Section: Commodification Of Government Informationmentioning

confidence: 99%

Less Government, More Secrecy: Reinvention and the Weakening of Freedom of Information Law

Roberts

2000

Public Administration Review

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Many critics have suggested that worldwide efforts to reinvent government could also weaken democratic control over public institutions, but few have considered how attempts to implement the “new paradigm” in public management might affect a widely used instrument for promoting accountability: freedom of information law (FOI). FOI laws give citizens and nongovernmental organizations the right of access to government information. However, recent Canadian experience shows that reinvention can weaken FOI laws in three ways. First, attempts to reduce “nonessential” spending may cause delays in handling FOI requests and weaken mechanisms for ensuring compliance. Second, governmental functions may be transferred to private contractors and not‐for‐profit organizations that are not required to comply with FOI laws. Third, governments' attempts to sell information and increase FOI fees may create new economic barriers to openness. Thus, restructuring provides an opportunity for political executives, public servants, and some well‐organized business interests to weaken oversight mechanisms and increase their own autonomy within the policy process.

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Canadian government electronic information policy

Cited by 9 publications

References 3 publications

Information Policy in National Political Campaigns: A Comparison of the 2008 Campaigns for President of the United States and Prime Minister of Canada

Information Policy in National Political Campaigns: A Comparison of the 2008 Campaigns for President of the United States and Prime Minister of Canada

Capturing Users' Tacit Knowledge in ERP Implementation: An Exploratory Multi-Site Case Study

Less Government, More Secrecy: Reinvention and the Weakening of Freedom of Information Law

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