Implementing Public Utility Commission Web Sites: Targeting Audiences, Missing Opportunities

Wood, Laurence; Bernt, Phyllis; Ting, Carol

doi:10.1111/j.1540-6210.2009.02022.x

Cited by 17 publications

(8 citation statements)

References 27 publications

(66 reference statements)

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“…Organizational inertia in public organizations is often symbolized by complex administrative rules and red tape and has its roots in law. Wood, Bernt, and Ting (2009) pointed out many barriers to e-government innovation at the managerial level, summarizing employee resistance to using information technology (Ho & Ni, 2004), maintenance burdens (Eschenfelder, 2004), and failure to fully evaluate the efforts of the staff to implement the change (Chen & Knepper, 2005;Specht & Hoff, 2005). Facing resistance, it is not easy to tune up the political voice enough to be heard by government agencies.…”

Section: Motivation To Choose Exploration or Exploitation In Public Omentioning

confidence: 98%

Exploration, Exploitation, and Public Sector Innovation: An Organizational Learning Perspective for the Public Sector

Choi

Chandler

2015

Human Service Organizations Management, Leadership & Govern

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Innovation in the public sector has long been criticized for its failure to fulfill expectations of higher efficiency and better service. Scholars have reported disappointing results in implementing successful innovations. In this article, we develop a conceptual framework that emphasizes organizations' capacity to maintain balance between new innovations and refinement of existing knowledge. We use the concept of exploration and exploitation, commonly applied to private organizations, to analyze public sector innovation. We explain the dynamics of government innovations in social welfare policy in terms of a balance between the two modes of organizational learning and the challenges of balancing them.

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Section: Motivation To Choose Exploration or Exploitation In Public Omentioning

confidence: 98%

Exploration, Exploitation, and Public Sector Innovation: An Organizational Learning Perspective for the Public Sector

Choi

Chandler

2015

Human Service Organizations Management, Leadership & Govern

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“…A study by Moon (2002) on e‐government development in municipalities suggested that a lack of capacity is a major shared barrier to municipal e‐government progress. Three types of capacity—financial, technical, and personnel—play important roles in this regard (Moon 2002; Wood, Bernt, and Ting 2009).…”

Section: Determinants Of Transparency Of Governmentmentioning

confidence: 99%

Developing and Testing a Theoretical Framework for Computer‐Mediated Transparency of Local Governments

Grimmelikhuijsen

Welch

2012

Public Administration Review

256

160

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This article contributes to the emerging literature on transparency by developing and empirically testing a theoretical framework that explains the determinants of local government Web site transparency. It aims to answer the following central question: What institutional factors determine the different dimensions of government transparency? The framework distinguishes three dimensions of transparency—decision making transparency, policy information transparency, and policy outcome transparency—and hypothesizes three explanations for each: organizational capacity, political influence, and group influence on government. Results indicate that each dimension of transparency is associated with different factors. Decision‐making transparency is associated with political influence; when left‐wing parties are strong in the local council, local government tends to be more transparent. Policy information transparency is associated with media attention and external group pressure, and policy outcome transparency is associated with both external group pressure and the organizational capacity. The authors discuss the implications for policy and administration.

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“…A plausible counterargument is that cities with strong mayors face additional political pressure to make more data available (Pardo, Cresswell, and Thompson ). But political pressure is an uneven tool for promoting innovation implementation, with mixed empirical results (Choi and Chandler ; Wood, Bernt, and Ting ). The stability and professionalization associated with council‐manager governments increase the chance for genuine innovation implementation (Rivera, Streib, and Willoughby ; Streib and Willoughby ).Hypothesis Cities with council‐manager forms of government will make more data available across departments than strong mayor cities.…”

Section: Public Sector Innovation and Open Datamentioning

confidence: 99%

“…Some may see open data platforms as an opportunity to improve constituent relations or reduce the costs of using data to produce new services or administrative procedures. Others may view open data platforms as a threat to their security, legitimacy, or operations (Wang and Feeney ; Wood, Bernt, and Ting ).…”

Section: Public Sector Innovation and Open Datamentioning

confidence: 99%

Implementation of Digital‐Era Governance: The Case of Open Data in U.S. Cities

Young

2020

Public Administration Review

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This article examines the institutional factors that influence the implementation of open data platforms in U.S. cities. Public management scholarship has argued that governance can be transformed by new information technologies that improve transparency and engagement, reduce administrative costs, and support performance management systems. However, this argument ignores key risks for administrators, as well as institutional and political obstacles that can thwart implementation. This article uses hierarchical negative binomial regression to analyze the organizational and institutional features influencing implementation in more than 1,500 departments across 60 cities. Department type and administrative capacity are strongly associated with the number of open data files available, while city‐level institutional characteristics and administrative capacity are not significant factors. Municipal demographics are also identified as a factor, suggesting a potential demand‐side influence from wealthy and technologically proficient residents. Evidence for Practice The implementation of open data policies benefits from targeted approaches at the department level rather than uniform, citywide objectives or requirements. City executive‐level positions such as chief data or information officers are not necessarily associated with successful implementation, measured by the number of open data files made available. Open data implementation involves additional administrative responsibilities and labor at the department level, so city administrators looking to expand the number and variety of data sets available through their open data platforms should devote time and resources to working directly with departments to facilitate and encourage data sharing. Administrators looking to expand the number and variety of data sets available through their open data platforms should consider the costs associated with investing in increasing individual departments’ abilities to balance the additional administrative responsibilities and labor involved.

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Implementing Public Utility Commission Web Sites: Targeting Audiences, Missing Opportunities

Cited by 17 publications

References 27 publications

Exploration, Exploitation, and Public Sector Innovation: An Organizational Learning Perspective for the Public Sector

Exploration, Exploitation, and Public Sector Innovation: An Organizational Learning Perspective for the Public Sector

Developing and Testing a Theoretical Framework for Computer‐Mediated Transparency of Local Governments

Implementation of Digital‐Era Governance: The Case of Open Data in U.S. Cities

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