Utilisation of e-collaboration tools for effective decision-making: A developing country public-sector perspective

Abstract

Background: Collaboration is about coming together of two or more individuals or entities to combine either tangible or non-tangible resources in achieving a set goal or objective, regardless of distance, time and location; an outcome that may otherwise have been difficult to accomplish independently. However, utilisation of e-collaboration resources for exchange of knowledge is yet to be adopted by developing country public organisations for effective decision making.Objectives: The objective of this study was to assess and determine the extent to which public-sector managers currently use e-collaboration resources to support their decision-making processes, and examine challenges hampering e-collaboration.Method: A qualitative approach was followed using a case study design on a public organisation in Namibia. The selected case has departments, directorates and divisions and offices across Namibia. Case study data collection instruments were utilised. A judgemental sampling technique was used for the selection of 120 participants.Results: There is somewhat usage of e-collaboration resources in public organisations; however, lack of enabling competencies to use available e-collaboration functionality; most public-sector managers continue to depend on the traditional callaborative approaches.Conclusion: E-collaboration resources have become an integral part of facilitating decision-making in organisations, including the public sector; because information or knowledge sharing is essential for effective decision-making. Collaboration among stakeholders can have great influence on managers and foster change in the processes and approaches currently being utilised. This study contributes to the collaboration of resources for improving the managers’ decision-making in public organisations.