Developing Multi-Layer Information Infrastructures: Advancing Social Innovation through Public–Private Governance

Abstract

Information infrastructures of businesses and government are increasingly interwoven. The development of these information infrastructures often has a technological focus and the concurrent social innovation is ill understood. To address this gap, we study public-private information infrastructure developments at three layers over a prolonged period of time. Stakeholders have to alter existing social practices to realize the potential of information infrastructures. New social practices need to be developed and sustaining innovations requires new governance mechanisms.

Evolving ICT and governance in organizational networks - Conceptual and theoretical foundations

“…Governance of these networks requires communication, decision making, power sharing and coordination mechanisms. Governance encounters many challenges and processes depend on the changes in the cultural, normative, and regulative structures (Klievink and Janssen 2014). All these forms of cooperative networks among government agencies, private sector firms, civil society and citizens rely critically on traditional ICTs, as well as on the Internet and Web 2.0 social media, for their operation.…”

“…Information infrastructures of businesses and government are increasingly interwoven and there is a need to coordinate their efforts to accomplish social innovation (Klievink and Janssen 2014). Yet we have limited knowledge about the formation, evolution, structure, functions and outcomes of these efforts, as well as their problems, challenges, performance and success factors.…”

Adaptive governance: Towards a stable, accountable and responsive government

“…As a specification of the previous strategy, public and private parties can be involved, but attention should be given to the differences in objectives and the changes that are necessary (Klievink, Bharosa, & Tan, 2016;Klievink & Janssen, 2014) Self-organization Self-organize as social networks with teams and actor groups that draw on various knowledge systems and experiences for the development of a common understanding and policies (Folke et al, 2005).…”

Comparing a Shipping Information Pipeline with a Thick Flow and a Thin Flow

“…It is not feasible to physically inspect all goods they need to monitor and they thus have to rely on the shipping information of businesses in the supply chain to fulfil their responsibilities [9,10]. In the current situation, the shipping information shared is often not timely, not originating from the source, filtered and altered, which might result into inaccurate information [6,10,11]. Yet, the information that businesses in the supply chain gather is of high quality, since their own commercial operations depend on it [5].…”

“…In the literature on its more practical design, usually the SIP involves a single or limited number of central components that the information goes through [11,17]. Such a central component can be a port community system or business community system acting as a central hub, or an event repository [11,17].…”