Ebook Electronic government and electronic participation: Part 1

Ebook Electronic government and electronic participation: Part 1 presents the following content: eParticipation, eGovernment evaluation, Open data and open government, governance. Please refer to the documentation for more details. Đề tài Hoàn thiện công tác quản trị nhân sự tại Công ty TNHH Mộc Khải Tuyên được nghiên cứu nhằm giúp công ty TNHH Mộc Khải Tuyên làm rõ được thực trạng công tác quản trị nhân sự trong công ty như thế nào từ đó đề ra các giải pháp giúp công ty hoàn thiện công tác quản trị nhân sự tốt hơn trong thời gian tới.

33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 ELECTRONIC GOVERNMENT AND ELECTRONIC PARTICIPATION 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Innovation and the Public Sector The functioning of the public sector gives rise to considerable debate Not only the efficiency and efficacy of the sector are at stake, but also its legitimacy At the same time we see that in the public sector all kinds of innovations are taking place These innovations are not only technological, which enable the redesign of all kinds of processes, like service delivery The emphasis can also be put on more organizational and conceptual innovations In this series we will try to understand the nature of a wide variety of innovations taking place in the public sector of the 21st century and try to evaluate their outcomes How they take place? What are relevant triggers? And, how are their outcomes being shaped by all kinds of actors and influences? And, public innovations differ from innovations in the private sector? Moreover we try to assess the actual effects of these innovations, not only from an instrumental point of view, but also from a more institutional point of view Do these innovations not only contribute to a better functioning of the public sector, but they also challenge grown practices and vested interests? And what does this imply for the management of public sector innovations? Series Editors: Prof Dr Victor J.J.M Bekkers Erasmus University, Rotterdam, The Netherlands Prof Jean Hartley The University of Warwick, Coventry, United Kingdom Prof Sharon S Dawes University at Albany/SUNY, Albany, NY, USA Volume 23 Recently published in this series Vol 22 Vol 21 Vol 20 E Tambouris, H.J Scholl, M Janssen, M.A Wimmer, K Tarabanis, M Gascó, B Klievink, I Lindgren, M Milano, P Panagiotopoulos, T.A Pardo, P Parycek and Ø Sæbø (Eds.), Electronic Government and Electronic Participation – Joint Proceedings of Ongoing Research, PhD Papers, Posters and Workshops of IFIP EGOV and ePart 2015 M.F.W.H.A Janssen, F.Bannister, O Glassey, H.J Scholl, E Tambouris, M.A Wimmer and A Macintosh (Eds.), Electronic Government and Electronic Participation – Joint Proceedings of Ongoing Research, Posters, Workshop and Projects of IFIP EGOV 2014 and ePart 2014 A Meijer, F Bannister and M Thaens (Eds.), ICT, Public Administration and Democracy in the Coming Decade This series is a continuation of “Informatization Developments and the Public Sector” (vols 1–9, ISSN 0928-9038) ISSN 1871-1073 (print) ISSN 1879-8454 (online) 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Electronic Government and Electronic Participation Joint Proceedings of Ongoing Research, PhD Papers, Posters and Workshops of IFIP EGOV and ePart 2016 Edited by Hans Jochen Scholl University of Washington, USA Olivier Glassey Université de Lausanne, Switzerland Marijn Janssen Delft University of Technology, The Netherlands Bram Klievink Delft University of Technology, The Netherlands Ida Lindgren Linköping University, Sweden Peter Parycek Danube University Krems, Austria Efthimios Tambouris University of Macedonia, Greece Maria Wimmer University of Koblenz-Landau, Germany Tomasz Janowski United Nations University, Portugal and Delfina Sá Soares University of Minho, Portugal Amsterdam • Berlin • Washington, DC 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 © 2016 The authors and IOS Press This book is published online with Open Access and distributed under the terms of the Creative Commons Attribution Non-Commercial License 4.0 (CC BY-NC 4.0) ISBN 978-1-61499-669-9 (print) ISBN 978-1-61499-670-5 (online) Library of Congress Control Number: 2016947149 Publisher IOS Press BV Nieuwe Hemweg 6B 1013 BG Amsterdam Netherlands fax: +31 20 687 0019 e-mail: order@iospress.nl Distributor in the USA and Canada IOS Press, Inc 4502 Rachael Manor Drive Fairfax, VA 22032 USA fax: +1 703 323 3668 e-mail: iosbooks@iospress.com LEGAL NOTICE The publisher is not responsible for the use which might be made of the following information PRINTED IN THE NETHERLANDS 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 v Preface Under the auspices of the International Federation for Information Processing (IFIP) Working Group 8.5 (Information Systems in Public Administration), or IFIP WG 8.5 for short, the dual IFIP EGOV-ePart conference 2016 presented itself as a high-caliber five-track conference and a doctoral colloquium dedicated to research and practice on electronic government and electronic participation Scholars from around the world have used this premier academic forum for over fifteen years, which has given it a worldwide reputation as one of the top two conferences in the research domains of electronic, open, and smart government, policy, and electronic participation This conference of five partially intersecting tracks presents advances in the sociotechnological domain of the public sphere demonstrating cutting-edge concepts, methods, and styles of investigation by multiple disciplines The Call for Papers attracted over one hundred thirty-five submissions of completed research papers, work-in-progress papers on ongoing research (including doctoral papers), project and case descriptions as well as four workshop and panel proposals Papers in the Joint Proceedings of IFIP EGOV-ePart 2016 comprise accepted submissions of all categories and all tracks with the exception of twenty-four papers from the General EGOV track, the Open/Big Data Track, and the Smart Gov Track, which were published in Springer LNCS vol 9820, and fourteen papers from the General ePart Track and the Policy Modeling and Policy Informatics Tracks, which were published in Springer LNCS vol 9821 As in the previous years and per recommendation of the Paper Awards Committee under the lead of the honorable Professor Olivier Glassey of the University of Lausanne, Switzerland, the dual IFIP EGOV-ePart 2016 Conference Organizing Committee again granted outstanding paper awards in three distinct categories: • • • The most interdisciplinary and innovative research contribution The most compelling critical research reflection The most promising practical concept The winners in each category were announced in the award ceremony at the conference dinner, which has always been a highlight of each dual IFIP EGOV-ePart conference The dual IFIP EGOV-ePart 2016 conference was jointly hosted in Guimarães, Portugal by University of Minho (UMinho) and United Nations University Operating Unit on Policy-Driven Electronic Governance (UNU-EGOV) Established in 1973, UMinho operates on three campuses, one in Braga, and two in Guimarães, educating approximately 19,500 students by an academic staff of 1,300 located in eight schools, three institutes and several cultural and specialized units It is one of the largest public universities in Portugal and a significant actor in the development of the Minho region in the north of Portugal UNU-EGOV is a newly established UN organization focused on research, policy and leadership education in the area of Digital Government, located in Guimarães and hosted by UMinho The organization of the dual conference was partly supported by the project “SmartEGOV: Harnessing EGOV for Smart Governance”, 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 vi NORTE-01-0145-FEDER-000037, funded by FEDER in the context of Programa Operacional Regional Norte Although ample traces of Celtic and Roman presence and settlements were found in the area, Guimarães became notable as the center of early nation building for Portugal in the late 11th century, when it became the seat of the Count of Portugal In 1128, the Battle of São Mamede was fought near the town, which resulted in the independence of the Northern Portuguese territories around Coimbra and Guimarães, which later extended further South to form the independent nation of Portugal Today, Guimarães has a population of about 160,000 While it has developed into an important center of textile and shoe industries along with metal mechanics, the city has maintained its charming historical center and romantic medieval aura It was a great pleasure to hold the dual IFIP EGOV-ePart 2016 conference at this special place Many people make large events like this conference happen We thank the over one-hundred members of the dual IFIP EGOV-ePart 2016 Program Committee and dozens of additional reviewers for their great efforts in reviewing the submitted papers Delfina Sá Soares of the Department of Information Systems at the UMinho and Tomasz Janowski of the UNU-EGOV and their respective teams in Guimarães, Portugal, were major contributors who helped organize the dual conference and manage zillions of details locally We would also like to thank the University of Washington organizing team members Kelle M Rose and Daniel R Wilson for their great support and administrative management of the review process and the compilation of the proceedings September 2016, The dual IFIP EGOV-ePart 2016 Lead Co-organizers Hans Jochen Scholl (2016 Lead organizer) Olivier Glassey (Chair, Awards Committee) Marijn Janssen (Lead, General E-Government Track) Bram Klievink (Lead, Open Government & Open/Big Data Track) Ida Lindgren (Lead, PhD Colloquium) Peter Parycek (Lead, Smart Governance/Government/Cities Track) Efthimios Tambouris (Lead, General eParticipation Track) Maria A Wimmer (Lead, Policy Modeling/Policy Informatics Track) Tomasz Janowski (Co-host, UNU-EGOV, Portugal) Delfina Sá Soares (Co-host, University of Minho, Portugal) Along with co-chairs Yannis Charalabidis, Mila Gascó, Ramon Gil-Garcia, Panos Panagiotopoulos, Theresa Pardo, Øystein Sỉbø, and Anneke Zuiderwijk 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 vii Organization Conference Lead Organizer Hans Jochen Scholl, University of Washington, USA General E-Government Track Chairs Marijn Janssen, Delft University of Technology, The Netherlands (Lead) Hans Jochen Scholl, University of Washington, USA Maria A Wimmer, University of Koblenz-Landau, Germany General eParticipation Track Chairs Efthimios Tambouris, University of Macedonia, Greece (Lead) Panos Panagiotopoulos, Queen Mary University of London, UK Øystein Sæbø, Agder University, Norway Open Government & Open and Big Data Track Chairs Bram Klievink, Delft University of Technology, The Netherlands (Lead) Marijn Janssen, Delft University of Technology, The Netherlands Ida Lindgren, Linköping University, Sweden Policy Modeling and Policy Informatics Track Chairs Maria A Wimmer, University of Koblenz-Landau, Germany (Lead) Yannis Charalabidis, National Technical University, Greece Theresa Pardo, Center for Technology in Government, University at Albany, SUNY, USA Smart Governance, Government and Cities Track Chairs Peter Parycek, Danube University Krems, Austria (Lead) Mila Gascó, Escuela Superior de Administración y Dirección de Empresas (ESADE), Spain Olivier Glassey, Université de Lausanne, Switzerland Chair of Outstanding Papers Award Olivier Glassey, Université de Lausanne, Switzerland PhD Colloquium Chairs Ida Lindgren, Linköping University, Sweden (Lead) Ramon GilGarcia, Centro de Investigación y Docencia Económicas, Mexico Anneke Zuiderwijk, Delft University of Technology, The Netherlands Program Committee Suha Al Awadhi, Kuwait University, Kuwait Renata Araujo, Department of Applied Informatics, UNIRIO, Brazil Jansen Arild, University of Oslo, Norway Karin Axelsson, Linköping University, Sweden Frank Bannister, Trinity College Dublin, Ireland Jesper Berger, Roskilde University, Denmark Lasse Berntzen, Buskerud and Vestfold University College, Norway Paul Brous, Delft University of Technology, The Netherlands 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 viii Wojciech Cellary, Poznan University of Economics, Poland Bojan Cestnik, Temida d.o.o., Jožef Stefan Institute, Slovenia Yannis Charalabidis, National Technical University, Greece Soon Ae Chun, City University of New York, USA Wichian Chutimaskul, King Mongkut’s University of Technology Thonburi, Thailand Peter Cruickshank, Edinburgh Napier University, United Kingdom Todd Davies, Stanford University, USA Sharon Dawes, Center for Technology in Government, University at Albany/ SUNY, USA Fiorella de Cindio, Università di Milano, Italy Robin Effing, University of Twente, The Netherlands Elsa Estevez, United Nations University, Macao Sabrina Franceschini, Regione Emilia-Romagna, Italy Iván Futó, National Tax and Customs Administration, Hungary Mila Gascó, ESADE, Spain Katarina Gidlund, Midsweden University, Sweden J Ramon Gil-Garcia, Centro de Investigación y Docencia Económicas, Mexico Olivier Glassey, Université de Lausanne, Switzerland Gưran Goldkuhl, Linköping University, Sweden Dimitris Gouscos, Laboratory of New Technologies in Communication, Education and the Mass Media, University of Athens, Greece Joris Hulstijn, Delft University of Technology, The Netherlands Johann Höchtl, Danube University Krems, Austria M Sirajul Islam, Örebro University, Sweden Tomasz Janowski, UNU Operating Unit on Policy-Driven Electronic Governance, Portugal Marijn Janssen, Delft University of Technology, The Netherlands Carlos Jiménez, IEEE eGovernment, Spain Marius Rohde Johannessen, University College of Southeast Norway, Norway Luiz Antonio Joia, FGV/EBAPE – Escola Brasileira de Administraỗóo Pỳblica e de Empresas, Brazil Nikos Karacapilidis, University of Patras, Greece Bram Klievink, Delft University of Technology, The Netherlands Roman Klinger, University of Stuttgart, Germany Ralf Klischewski, German University in Cairo, Egypt Helmut Krcmar, Technische Universität München, Germany Robert Krimmer, Tallinn University of Technology, Estonia Juha Lemmetti, Tampere University of Tecnology, Finland Azi Lev-On, Ariel University Center, Israel Ida Lindgren, Linköping University, Sweden Euripidis Loukis, University of the Aegean, Greece Luis Luna-Reyes, University at Albany, SUNY, USA Ulf Melin, Linköping University, Sweden Gregoris Mentzas, National Technical University of Athens, Greece Michela Milano, Università di Bologna, Italy Yuri Misnikov, Institute of Communications Studies, University of Leeds, United Kingdom 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 ix Gianluca Misuraca, European Commission, JRC-IPTS, Italy Catherine Mkude, University of Koblenz, Germany Carl Moe, Agder University, Norway José María Moreno-Jiménez, Universidad de Zaragoza, Spain Morten Nielsen, Tallinn University of Technology, Estonia Nadine Ogonek, Westfälische Wilhelms-Universität, Institut für Wirtschaftsinformatik, Germany Adegboyega Ojo, Insight Centre for Data Analytics, National University of Ireland, Ireland Panos Panagiotopoulos, Queen Mary University of London, United Kingdom Eleni Panopoulou, University of Macedonia, Greece Theresa Pardo, Center for Technology in Government, University at Albany, SUNY, USA Peter Parycek, Danube University Krems, Austria Marco Prandini, Università di Bologna, Italy Barbara Re, University of Camerino, Italy Nicolau Reinhard, University of São Paulo, Brazil Andrea Resca, Cersi-Luiss “Guido Carli” University, Italy Michael Räckers, European Research Center for Information Systems (ERCIS), Germany Gustavo Salati, Faculdade de Ciências Aplicadas da Unicamp, Brazil Rodrigo Sandoval Almazan, Universidad Autonoma del Estado de Mexico, Mexico Rui Pedro Santos Lourenỗo, Universidade de Coimbra, Portugal Sabrina Scherer, University of Koblenz-Landau, Germany Hans J Scholl, University of Washington, USA Gerhard Schwabe, Universität Zürich, Switzerland Luizpaulo Silva, UNIRIO, Brazil Maria Sokhn, University of Applied Sciences of Switzerland, Switzerland Henk Sol, University of Groingen, The Netherlands Mauricio Solar, Universidad Tecnica Federico Santa Maria, Chile Maddalena Sorrentino, University of Milan, Italy Witold Staniszkis, Rodan Systems, Poland Leif Sundberg, Mid Sweden University, Sweden Delfina Sá Soares, University of Minho, Portugal Øystein Sæbø, University of Agder, Norway Efthimios Tambouris, University of Macedonia, Greece Dmitrii Trutnev, e-Government Technologies Center of ITMO University, Russian Federation Jolien Ubacht, Delft University of Technology, The Netherlands Jörn von Lucke, Zeppelin Universität Friedrichshafen, Germany Elin Wihlborg, Linköping University, Sweden Andrew Wilson, University of Brighton, United Kingdom Maria Wimmer, University of Koblenz, Germany Chien-Chih Yu, National ChengChi University, Taiwan Anneke Zuiderwijk, Delft University of Technology, The Netherlands 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 x Additional Reviewers Ayman Alarabiat Jonathan Bright Claudia Cappelli Gabriel Cavalheiro Sunil Choenni Bettina Distel Felipe Díaz-Sánchez Silja Eckartz Marcelo Fornazin Tupokigwe Isagah Naci Karkin Martin Karlsson Barbara Kieslinger Mehmet Kilic Thomas Josef Lampoltshammer Hannu Larsson Ansgar Mondorf Alessia Caterina Neuroni Ann O’Brien Giulio Pasi Joachim Pfister Dhata Praditya Fadi Salem Birgit Schenk Ralf-Martin Soe Leonardo Sonnante Matthias Steinbauer Gabriela Viale Pereira Gianluigi Viscusi Christian Voigt Erik Wende Sergei Zhilin 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 G Misuraca et al / Digital Governance Challenges for ICT-Enabled Innovation 179 the automation of the procedures increases access to the services, fostering a direct relationship between the providers and users From the experiences analysed it is thus clear that the active involvement of the beneficiaries and end users enhances the performance of the services delivery system, contributing to the continuous improvement of the services offered Yet, ICTs are a necessary but insufficient requirement for the achievement of the greatest effect of social innovation and social investment ICTs development and implementation must go along with an organizational reshaping and re-engineering that can enable organizational structures to cope with the innovations brought by ICTs within the portfolio of services and the service delivery model In this connection, although this article provides a first attempt to assess the relationship between different typologies of ICT-enabled social innovation and the broader social protection system in which they are embedded in, further research is needed to better understand the potential impact such initiatives promoting social investment could have on the modernization of Social Protection Systems in EU Member States For this purpose, the proposed next step of the research is to extend 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E-Governance Challenges for Open Government, Int J Electron Gov Res., vol 10, no 1, pp 19–36, 2014 [15] G Viscusi, C Batini, and M Mecella, Information Systems for eGovernment: A Quality-of-Service Perspective Springer, 2010 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 180 Electronic Government and Electronic Participation H.J Scholl et al (Eds.) © 2016 The authors and IOS Press This article is published online with Open Access by IOS Press and distributed under the terms of the Creative Commons Attribution Non-Commercial License 4.0 (CC BY-NC 4.0) doi:10.3233/978-1-61499-670-5-180 Governance and Online Service Delivery: The Danish Case Morten MEYERHOFF NIELSEN1 Tallinn University of Technology Ragnar Nurkse School of Innovation and Governance Abstract ICT enabled public sector reform and service delivery is actively researched in both classical Public Administration, Information System Management, and eGovernment literature Multiple studies, research projects, and benchmarking efforts nonetheless highlight gaps in the current literature, not least in the eGovernment maturity models Research points to a limited understanding of public service delivery technology as well as the role of governance, crossgovernmental decision making, and cooperation when introducing ICT solutions and online services to citizens Summarising the weaknesses, this article develops a qualitative multi-country case study methodology and applies it to Denmark Initial findings highlight the strength of the Danish cross-governmental and consensus seeking approach to eGovernance The article concludes with suggestions for an adapted methodology and aspects requiring further research Keywords eGovernance, eGovernment, eService, inter-governmental corporation, case study, Denmark Introduction International benchmarking research [1-3] and case studies [3-6] have long examined the introduction of information communication technology (ICT) in public administration (PA) PA literature, particularly on ICT-enabled public sector reform [7-11], information systems (IS) management research [10, 12-16], and the field of electronic government and governance - that is, eGovernment and eGovernance [17-19] - have all looked at role of governance and inter-governmental cooperation when introducing ICT solutions and online services (eService) Several authors, however, have stressed the failure of this research to address specific issues, including blindly digitising current processes [20-22]; technology and supply [23-25]; and the outcome and impact of ICT use [9, 26, 27] Similarly, in his 2016 review of public sector reform, IT governance, and eGovernment literature [28], Meyerhoff Nielsen found that research on the role of governance and cooperation in ensuring the successful supply and use of online eServices is not adequately addressed, and that current maturity models only address supply-side, technological, and organisational issues [25, 28] This paper has been supported in part by funding from: Tallinn University of Technology, Project B42; OGI - Open Government Intelligence project in the EU Horizon 2020 framework program, grant agreement 693849; UNU-EGOV - United Nations University Operating Unit on Policy-Driven Electronic Governance 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 M Meyerhoff Nielsen / Governance and Online Service Delivery: The Danish Case 181 This articles sets out to develop a methodological framework for a multi-country case study and presents the initial findings from analysis conducted in Denmark Following a brief outline of the background to the research and Meyerhoff Nielsen’s 2016 findings (section 2), a methodological framework for a multi-country case study is developed in section The initial analysis of the Danish governance model for eGovernment is presented in section 4, before the article concludes by associating the country findings to the original research questions and the appropriateness of the methodology in section Background In his 2016 review of governance and cross-governmental cooperation in relation to national eGovernment strategies and online citizen services, Meyerhoff Nielsen [28] identified a number of gaps in the three strands of the academic literature Focusing on ICT-enabled public sector reform in the PA, IS management, and eGovernment, he identified a number of shortcomings in relation to governance and outcomes including [28]: The majority of models are technology- and supply-oriented without any focus on outcomes or use [29, 30] Key exceptions include Andersen and Hendriksen’s PPR model [27] and Waseda’s [31], which build on existing models while seeking to address outcomes and governance issues Most models show no real understanding of core government service concepts, e.g individual service elements (information, transaction capability, and personal data) are not separate maturity levels but elements in a given service request and subsequent delivery Front-office service provision and back-office integration are mixed in many models, e.g one-stop shop portals should not be seen as a form of transaction, but indicate the degree to which authorities cooperate and strive for integration in providing services via portals [25] No model addresses governance directly, although some like Waseda highlight management and coordination issues [31] and cooperation is manifested in many in terms of vertical and horizontal integration, the existence of one-stop shops, and information sharing among authorities and governmental levels, even private and third-party stakeholders [32, 33] The highlighted weaknesses are summarised in two research questions First, does a strong governance model and high level of intergovernmental action lead to the successful supply and use of online citizen services? Second, can success factors be mapped and developed into a governance model for successfully digitising public sector service delivery and eService take-up? Methodology To answer the two research questions, an exploratory, qualitative multi-case comparative study is used [34, 35] The case study method follows Plummer’s [36] structured approach to allow for interpretation during the data analysis and its positivist epistemologies in the conceptual framework The aim is to build a hypothesis answering 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 182 M Meyerhoff Nielsen / Governance and Online Service Delivery: The Danish Case the two research questions A framework enables with-in case process tracing and analysis to establish the governance mechanism in play in each of the selected cases The with-in case findings enable a cross-case comparison The objective is to determine the correlation (i.e the more of Y, the more X) between a strong cooperative governance model (cause) and the decision to introduce eServices (effect 1) and subsequent citizen use of this service delivery channel (effect 2) The cross-comparison will enable the author to build a hypothesis based on the findings The unit of analysis will be the eGovernment governance model [37] For the case selection, the site of analysis is a given country, or region, which has either considered or subsequently chosen to introduce eGovernment strategies and eServices Based on past research and access to key stakeholders, this article focused on Denmark in the period from 2000 to 2016 Later research will contrast Denmark with other national perspectives, levels of experiences, population size, administrative systems, and complexity, for instance in countries like Canada, Colombia, Estonia, Faroe Islands, Finland, Georgia, Japan, Oman, Singapore, and South Korea The process tracking framework (in relation to the unit of analysis) will focus on the decision making process for the introduction of eServices (or not) and the key topics emerging in the political and public debate (during decision making, implementation and use, reference periods above) Causalities may be: x Governance model in place (formal and informal) including: National institutional framework and governance; decentralisation of government authority; responsible authority for eGovernment strategy, responsible authority for action plan; responsible authority for initiating and coordinating new eGovernment strategies and action plans; chairperson organisation; hosting organisation and secretariat; member organisations x National eGovernance and cooperation model x Process of eGovernment strategy and action plan development and approval (from idea to approval by government) including: eGovernment strategy legality; Action plan (i.e is the strategy underpinned by an action plan? Is it legally binding?) x Citizens’ level of trust in political establishment (over time) x Citizens’ level of trust in public authorities (over time) x Citizens’ level trust in the individual service delivery channels (over time) Several quantitative effect measurements on availability, and the use of eIDs and a basket of eServices can provide an empirical basis for the effect of a given governance model Background indicators may serve in a similar manner Key indicators and effect measurements are the eService solution in place (based on a basket of potential service areas in several or all case study countries) and service delivery volume and channel distribution including eService channels (over time) Background indictors, in turn, include digital literacy; Internet access (%-of population, income, and educational level segments) and use (ibid.); eBanking (ibid.); eCommerce (ibid.); and eService use (ibid.) The key primary sources include semi-structured stakeholder interviews including organisations responsible for electoral governance bodies; authorities responsible for eGovernment strategy and IT use; political decision makers; and other stakeholders 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 M Meyerhoff Nielsen / Governance and Online Service Delivery: The Danish Case 183 Effect measurement and background indicators within the chosen cases will be national and international statistical services (e.g EuroStat, ITU, OECD, UNDESA), as well as relevant academic and international references (e.g EU, OECD, OSCE, UN) Where data cannot be identified, the author may revert to estimations based on past analysis The country study will guide the author when attempting to address governance and the use of eServices in eGovernment stage model discourse started by Meyerhoff Nielsen’s literature review [28] Findings Countries offer different perspectives and levels of experience when it comes to eGovernment and online service provision for citizens Income levels, population size, administrative systems, and complexity varies, so it is therefore important to put things in context 4.1 Socio-economic background Socio-economically, Denmark is a small (population 5,581,503, territory 43,094 km2); high-income (estimated GDP €260.74 billion and GDP per capita € 46,715 in 2015) nation state; with an open-expert lead economy with low GDP and productivity growth (estimated GDP growth 1.6%, imports €75.12 billion, exports € 84.32 billion); and an ageing population [38] 4.2 ICT use in public administration ICT has long been used in Danish public administrations As a strategic plan to maximise the ability of management to achieve a set of organisational objectives [11], Danish eGovernment strategies have followed a trajectory similar to most countries around the world While the focus has shifted from defining and implementing relevant standards, infrastructure, and services to benefit realisation (Table 1), the key objectives of the Danish eGovernment strategies have been to make Denmark a leading information and knowledge society, and to increase efficiency and productivity while preserving the welfare-state model and associated values [39, 40] The Danish eGovernment policies have evolved over time (Table 1) Since 2011, two focus areas are of particular interest: cost-savings and benefit realisation through mandatory self-service and the business case model, plus the strengthened crossgovernmental cooperation and management in IT projects – not least to ensure data exchange, a high degree of interoperability [41] The 5th eGovernment Strategy for 2016-2020 (published 12 May 2016) builds on previous strategies The focus is on public sector productivity and efficiency, userfriendliness, and security More specifically, the effectiveness and value added of eServices are highlighted, as is private sector growth through public sector digitization and administrative burden reduction Themes includes: automation of public administrative procedures; improved usability; welfare and primary care; data sharing and reuse (incl once only principle); a more coherent eGovernment framework (i.e less silos); maintaining and improving the IT infrastructure; privacy and data protection (incl 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 184 M Meyerhoff Nielsen / Governance and Online Service Delivery: The Danish Case cyber security); and improving the management of IT projects and common public programmes and efforts (incl minimizing risk of failed IT projects, joint development and use of common infrastructure, components and data) [42, 43] Table eGovernment in Denmark from 2000-2020 [40-42] 2001-2003: Digital collaboration Allowing citizens to send e-mail to the public sector and authorities to adopt digital channels of communication Examples: Digital signatures 2004-2006: Internal digitalisation and efficient payments Focus on secure e-mail between authorities, joint government standards, and portals Examples: eFaktura (eInvoice), NemKonto (single bank account for government use), Virk.dk (business portal), Sundhed.dk (health portal), and digital document and archive systems 2007-2010: Shared infrastructure and one point of access Mandatory use of shared infrastructure; components and standards; increased cooperation; value added services; and efficiency Examples: Borger.dk (the citizen portal), NemID (digital signature), NemLog-in (single, sign-on), eIndkomst (electronic income registry), Digital Post, NemSMS (SMS service component), and business case model 2011-2015: The path to future welfare Focus on benefit realisation; mandatory use of Digital Post and selected eServices; reuse of data; increased cooperation Examples: Data distribution, investment in IT and digital teaching aids, tested welfare technology, digital literacy, and campaigns 2016-2020: A stronger and more secure digital society Focus on better, more coherent, user-friendly online services, ICT led growth and efficiency, security, cross-government cooperation, and benefit realization Examples: User-journeys for e.g moving, business reporting and company registration, administrative burden reduction, once-only-principle, data driven growth, SMART cities, legal framework, security, cloud computing, ICT support and joint service center for portals and joint-government components like NemID, Digital Post, etc 4.3 Internet access and use Access to, and the skills to use, the Internet are prerequisites for successful eGovernment and particularly the use of the provided eServices Denmark, like the majority of countries, had an initial focus on ensuring the interconnection of government authorities, their systems, and the rollout of Internet broadband to citizens and businesses Denmark has successfully facilitated access to the Internet with 93% of households choosing to buy broadband Internet access, mobile phone penetration at 125.89%, with 42.34% have broadband subscriptions in 2014 [47] OECD figures show that the 2014 price range for broadband connection is relatively low (US$ 22.24-62.68 adjusted to purchasing price parity) compared to income levels [44-46] Similarly, government policies have facilitated the development of a digitally literate population and society, with the number of individual using the Internet increasing from 39.17% in 2000 to 95.99% in 2014 [47] 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 M Meyerhoff Nielsen / Governance and Online Service Delivery: The Danish Case 185 4.4 Key enablers, citizen eServices, use and impact With an IT literate population and the Internet infrastructure in place, what does actual use and value added of online service look like? Looking at the proportion of citizens who use of online banking (eBanking) or shop online (eCcommerce) and their level of interaction with public authorities online (Table 2), the Danish context shows a clear discrepancy between the use of private and public sector transactional services online in 2010 By 2015, this discrepancy has decreased by four percentage points Table Citizens use of eBanking, eCommerce, and interaction with public authorities online 2000-2015 (at least once per year), selected years [48] Online banking Online commerce Interacted with government online Obtained information from a government website Submitted a complete form (eService) 2010 71% 68% 78% 76% 51% 2015 85% 79% 88% 86% 69% Looking closer, data show that the number of active eIDs and digital signatures increased from 79.1% to 89.2% in the period 2012-2015 – and with 390.35 million logins in 2015, use is very high Similarly, 89.2% of Danes have a digital postbox – with 10.6 million logins, 88,863,683 messages sent, and 819,936 received in 2015 Online service use as a percentage of overall service delivery volume – referred to as the degree of digitisation in Denmark - for selected areas has also increased in the period In fact, the introduction of the “mandatory” digital communication and eService use (Figure 1) have lead to dramatic changes in user behaviour with high volume, highfrequency service areas experiencing degrees of digitization well above the 80% mark Key: = first wave of mandatory service areas December 2012 = second wave made mandatory December 2013 Nat = services areas for which national authorities are responsible, Local = services areas for which municipalities are responsible NB: Wave and not included Figure Growth rates since the introduction of “mandatory eServices use”, 2012-2015 (selected services) [49] 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 186 M Meyerhoff Nielsen / Governance and Online Service Delivery: The Danish Case 4.5 Governance models and institutional frameworks in place Intergovernmental cooperation, management, and governance of eGovernment policies and initiatives are prioritised differently around the world, and with different results In Denmark, a centralized institutional framework and governance model is in place Three levels of government exist here: national, regional (5 regions) and local government (98 municipalities) Government authority is nonetheless decentralized with a large degree of local autonomy and decision-making including tax and budget spending Approximately 70-80% of citizen services are provided by municipalities, although a degree of central control is enacted via the annual budget negotiations between the Ministry of Finance and ministries, regions and municipality stakeholders [50, 51] The Danish Agency for Digitisation (DIGST), the specialized ICT agency under the auspices of the Ministry of Finance, is responsible for daily coordination and overall responsibility for past, current, and future eGovernment strategies and action plans This includes a mandate to initiate and ensure benefit realisation and compliance The current framework was introduced following the 2012 merger of the key government players including the Digital Taskforce (established in 2005) and hosted by the Ministry of Finance, the Agency for Governmental Management, and the eGovernment related standards, infrastructure, and platforms from the National IT- and Telecom Agency The aim was to improve the efficiency and effectiveness of the governance model [39-41] Table summaries the Danish governance of eGovernment strategies and action plans Table eGovernment governance and cooperation models [39, 50-52] Responsible authority for eGovernment strategy Ministry of Finance (MoF), Danish Agency for Digitisation (DIGST) including steering committee for Joint CrossGovernment Cooperation (STS) and steering committee for the eGovernment Strategy Responsible authority for action plan DIGST Responsible authority for initiating and coordinating new eGov strategies and action plans DIGST Chairperson organisation DIGST on behalf of MoF Hosting organisation and secretariat DIGST Member organisations Representatives from MoF (i.e DIGST), key ministries like economy, taxation, justice, science, health and interior, Danish Regions (DR) and Local Government Denmark (LGDK) National eGovernance and cooperation model Centralised with mixed features, i.e process driven by DIGST but representatives from all levels of government, initiatives from all stakeholders, consultative and consensus based with a strong mandate Process of eGovernment strategy and action plan development and approval (from idea to approval by government) Centralised process coordinated by DIGST but consultation with all relevant stakeholders incl key ministries, DR and LGDK, private and civic interest groups eGovernment strategy legality Yes, part of the government programme 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 M Meyerhoff Nielsen / Governance and Online Service Delivery: The Danish Case 187 Action plan (i.e is the strategy underpinned by an action plan) Yes Action plan legally binding Yes, is part of the government programme and annual budget negotiations between all levels of government Decisions are generally made in the Steering Committee for the eGovernment strategy The steering committee meets 10-12 times annually, is chaired by DIGST, and consists of representatives (generally directors and key unit heads) from key ministries plus Danish Regions (DR) and the Local Governments of Denmark (LGDK) (Figure 2) [39, 41] The strategy, action plan (including individual programmes and projects), budgets, and final reports must be approved by the Joint Committee for Cross Government Cooperation (STS) The STS is chaired by the Ministry of Finance It meets approximately four times a year and consist of permanent secretaries sitting in the cabinet committees for coordination and the economic affairs as well as the management committees of DR and LGDK The STS members thus represent the advice of the individual ministers in the cabinet before The Ministry of Finance (on behalf of the government) presents an eGovernment strategy for parliamentary approval For national strategies and reform programmes, there is a tradition to have broad parliamentary support including from opposition to ensure continuity in the strategic direction of the country [39, 41] Figure eGovernment governance and coordination model in Denmark 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 188 M Meyerhoff Nielsen / Governance and Online Service Delivery: The Danish Case Observations and conclusions The Danish case highlights that a strong governance model and high level of intergovernmental action has not only lead to the successful supply of government services online, but has, since 2012, lead to a high level of citizen eService use Early eGovernment strategies have ensured that Internet access, the cost of broadband access, and digital literacy are no longer barriers to the successful introduction and subsequent adoption by citizens The Danish cross-governmental model revolves around the STS and joint-steering committees in DIGST and Ministry of Finance STS creates horizontal connections across the central government agencies as well as vertical connections among the central government, regions, and municipalities The joint national strategies and action plans ensure that all levels of government move in a coordinated and common direction The joint initiatives and cooperation between public authorities at all levels of government creates the join standards, launches the key enabling infrastructure, and gives citizens and businesses a sense of government institutions speaking with a “single voice” to provide recognizable and user-friendly online solutions The Danish model has continuously proven its worth, not only in providing the strategic direction, but also in delivering real and measurable results of digitization While public-private cooperation and projects exist, notably the digital postbox, eID, and eSignature, there could be civil society and private sector representation in the jointsteering committee to ensure that public sector cost savings also benefit citizens and businesses e.g through administrative burden reduction and user-centric and proactive service delivery It will require further analysis to determine whether the Danish success factors can be mapped and developed into a governance model for successfully digitising public sector service delivery and eService adoption First, a validation of the Danish findings through a number of stakeholder interviews will be carried out Second, the experiences of a selected number of national eGovernment models will be identified, analysed, and contracted to the Danish to identify the key factors affecting their respective successes and failures For future research, there is a need qualify the methodology further As the individual countries have followed different trajectories and timelines, it may be required to contextualize the timeline of each case in distinct periods, e.g decision making period (i.e period during which public and political debate took place before deciding on the potential introduction of eGovernment strategies and eServices), development period (i.e period of development), introduction period (i.e introduction and roll-out of eServices), and normal period (i.e eServices now a given option and focus on benefit realisation) The initial Danish findings highlight the importance of process tracing to establish the actual mechanisms behind the individual cases of specific governance and cooperation models, as well as their respective strengths and weaknesses The availability and quality of background and quantitative effect indictors has proved to be lacking, of varied quality, and with variation in definitions Flexibility in data collection and data analysis is therefore required and the methodology will thus be adapted in line with Van Maanen [53] and Glaser and Strauss [54] – particularly in relation to the lack of background and effect measurement data 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 M Meyerhoff Nielsen / Governance and Online Service Delivery: The Danish Case 189 References 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 UNDESA, U.N.D.o.E.a.S.A., E-Government Survey 2014: E-Government for the future we want 2014, United Nations: New York EC, E.C., Public Services Online 'Digital by Default or by De-tour?' 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cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 Electronic Government and Electronic Participation H.J Scholl et al (Eds.) © 2016 The authors and IOS Press This article is published online with Open Access by IOS Press and distributed under the terms of the Creative Commons Attribution Non-Commercial License 4.0 (CC BY-NC 4.0) doi:10.3233/978-1-61499-670-5-191 191 Exploring the Notion of a National Data Infrastructure and the Governance Issues Surrounding It Alessia C NEURONIa, Marianne FRAEFELa, Beat ESTERMANNa, Thomas JARCHOWa and André GOLLIEZb a E-Government Institute, Bern University of Applied Sciences b Opendata Switzerland Abstract A national data infrastructure (NDI) provides data, data-related services and guidelines for the re-use of data as an easily accessible service to citizens as well as public and private organizations As such, it allows the efficient sharing of data between providers and consumers, supports new business models, and is thus a key enabler for the digital economy, societal collaboration and political processes The paper relates to an ongoing project, discusses prevailing concepts on (data) infrastructure development and proposes a classification scheme for conceptualizing national data infrastructures in a given context The discussion in particular focuses on governance issues related to establishing and maintaining a national data infrastructure that goes beyond the focus on open government data Keywords E-government, government data, open development, governance of networks, role of the state data, infrastructure Introduction In order to develop their full potential for the digital economy and society, data need to be provided extensively and systematically As the OECD study on data-driven innovation observes, data play the role of an infrastructure resource in that they generate value when used as inputs into a wide range of productive processes the outputs of which are often public and nonmarket goods that generate positive externalities [1] Managing infrastructure resources in an openly accessible manner may be socially desirable when they facilitate such downstream activities [2] This principle has been recognized by the application of the "open data" principles to government data and research data In the era of big data, opening up datasets is however not enough: in order to be able to effectively extract value by gaining new insights through recombining data, data need to be enhanced in a way that they can easily be connected to data from various sources Both the process of data publication and stewardship as well as data enhancement are costly undertakings, which potentially benefit a large number of downstream users Data governance understood as the guiding of collective action therefore not only needs to address the question of who gets access to what data for what purpose under what conditions, but also to assign responsibilities and retribution 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 192 A.C Neuroni et al / Exploring the Notion of a National Data Infrastructure mechanisms for data maintenance and enhancement in order to ensure the sustainability of the common infrastructure Building shared (open) data infrastructures has become a priority of governments around the world Just as electricity, streets, and water are core infrastructures that serve citizens, companies, and governments alike, so too can a data infrastructure be understood as a community-wide need respectively a public good, similar to education, human resources, healthcare, and public services [3] The present paper relates to an ongoing research project aimed at fostering the debate on the establishment and governance of a national data infrastructure (NDI) in Switzerland Since the project is still in its initial phase, the goal of the present paper is to present basic considerations on data infrastructure development Its main contribution is a preliminary framework for characterizing NDIs based on a literature review The paper is structured as follows: In the next section we provide a brief outline of the project In section we present a frame of reference for a NDI by discussing relevant literature in the field Section builds upon the literature review and provides a classification scheme for clarifying the notion and characteristics of a NDI The paper closes with a discussion of the main considerations and an outlook to the next activities Description of the Research Project The considerations presented in this paper relate to the ongoing project «Governance for a National Data Infrastructure in Switzerland» The goal of the project is to identify and address governance issues related to establishing and maintaining a national data infrastructure While several countries have made first experiences regarding the establishment of a NDI, a corresponding project in Switzerland has still to gain contour The first step of the project is therefore to foster a common vision of a national data infrastructure and to sketch out a draft model for its realization The research questions to be tackled are: x What are the elements of a national data infrastructure? x Who are the key stakeholders and what is their expected role in this context? x What are the main challenges and important governance issues? x Which activities should a roadmap for creating an NDI address? The methodological approach of the project is based on an analysis of literature in relevant areas (infrastructure resources, prevailing concepts of (data) infrastructures, developing and governing of shared infrastructures), three case studies on existing initiatives in other countries (UK, Denmark and the Netherlands) and around 15 semistructured interviews with (potential) key stakeholders (public administration, the private sector, civil society, and academia) The selection of stakeholders follows an ecosystem approach [4] and has been guided by the concept of stakeholder salience, i.e power, legitimacy, and urgency [5] The project adopts a holistic, multi-disciplinary view on the issues at stake (technical, semantic, economic, societal, and legal aspects), promotes a shared understanding of infrastructure development and provides the basis for concretizing and coordinating activities in that respect It is based on the assumptions that the The project is founded by the Hasler Foundation as a pre-project for a submission in the National Research Programme «Big Data» at the Swiss National Science Foundation 33a8d66 6e7d7dc9e13 dd1 05b1 1d31 bb1a 3455 1df2b0 cb9 7186 bc6 d16a 369ee5 b ee72a4a6 c95e 8b44 261 c11b4da31 9ff705 b88da 47d8 4df733 b53a c07db5dfacc 1510e98 0f4 50b60aa5d5a6890 d04 084e1 69f91b0a 0746aa f8db6ad4b36 3cb2aa f7241 c66a 32f777 f8d7 cb0bb287 f89ee b3cc87 25aa013 8eb5 ef5 3e30 c2eaa3 b4 e02a5a6fa 70b0 7f7 fcd90 ba65b61b8 f12 3f1 9667 d8f652fe56 cf4 b7e8a dcc6c3 27fc8c5 9ff18a6 cc5 b550e f27 2207e 2890 e7004 6d87 71b5cc78 c4cc78 b7b5 3ed 7c671 77c6ed c0d9 cb4e3df6 d9b4 f27 9f2 4b01 e9147a 384db32 2798e 50c0f8e b6 be2c8 01b1fb0070 8e12 c6de 961 c5f1c0 06855 d27 b368 f5d3200 457bf86 82875 7da9aa76 fc2 ed63 f83 0eaf0 c38 74ebfb6 7e9c8ed f16 f6dc82 6b51 078e7 60f49c 65a914d4973 444e2 d79a7 58d43b2e 6adbb6da 6d7 cb1 d692 8950 8de5 27b9 8e614 08e5183 8cb468 07e5 f69d5b5 f32e 0b59 dd6 d94 9422a0 b5 cc7e 452e d3c3d3a4 8f c8c0 747 d2d9 988b26a4d181 f8d1ae03e7 8f6a 3d5a4 0036 f14 74f03bfa68a33 1f 24180d1943 19c5b53 60e51 00c27f5c0 6601 be5b55b9 1eb2 908e5 cb1a159e 6e2b bd19 f0b1a72 c4971 21fb1e8 ee703 c88 1d05 b4f370 b27a4 cb9a 76d3 8fc7fa3 9f9 6e4c1 25a430 5bfc91 dc8 7d41 6036 0fb00fca063 6038aae 4774 0cfd0a7 b33ab4d c075 cc2 f31a 7f7 245 c7a5fca8 f749 3b20 d1be27aa69 d40 c7a2 f7f36b3f0ae f35 e190ac1c9 6f6 f10 748 f84c4d3a 7aaad61 9ff8ef2 9806 c05 43c99b8a 20c9a1df4 b83b8 d125 48d1f8 da85e1 7f2 45c47e48 f5 cf18c4a38b4fb6219a 69980 133a2 49 A.C Neuroni et al / Exploring the Notion of a National Data Infrastructure 193 provision and the realization of the benefits of a national data infrastructure relies on collective action [6], [7] and that an open, co-productive approach to its governance will foster sustainability (cf [8], [9]) The project is in its initial phase The interviews have been conducted; their analysis and the development of the draft model for conceptualizing the Swiss NDI are however still outstanding The paper thus presents results from the literature analysis Reference Frame for a National Data Infrastructure 3.1 Data as an Infrastructure Resource Data and data analytics have become an essential driver of innovation, and it has been argued that data should be considered as one of our society’s central infrastructure resources [1] From an economic point of view, infrastructure resources are fundamental resources that don’t get consumed when being used and generate value when used as inputs into productive processes As their outputs are often public goods that generate positive impacts for society, it is often socially desirable to manage them in an openly accessible manner [2], [10] This has for instance been recognized by the application of the “open data” principles to government data and research data According to a classification provided by Frischmann [2], data relate to nontraditional infrastructures (information resources, internet resources) that – just as traditional infrastructures – have the potential to generate positive externalities and result in social gains Data meet the following characteristics of infrastructural resources: 1) they may be consumed in a non-rival fashion for some appreciable range of demand; 2) the social demand for data as resource is driven primarily by downstream productive activities that require data as an input and 3) they may be used as an input into a wide range of (private, public or social) goods and services 3.2 Interrelations Between Prevailing Concepts of (Data) Infrastructures The notion of a national data infrastructure is not straightforward, but bears connections to and overlaps with other concepts dedicated to infrastructure development in a digital environment This includes concepts on developing egovernment infrastructures, national information infrastructures, or open data infrastructures Irrespective of the given focus of interest, the different concepts have in common that there is usually no common understanding of what an infrastructure comprises (cf [11], [12]) Research in the field stresses that infrastructures comprise both technical elements (hardware, networks, services, etc.) and social elements (management, governance, standards, agreements etc.) [13], [11] In that respect, Jetzek distinguishes between an IT infrastructure and a regulatory infrastructure [14] Typically, infrastructures are or should be flexible [13] and evolve over time in accordance with the needs of their multiple users [15] 3.2.1 E-Government Infrastructures Infrastructure development is a core issue for improving public service-provision in the context of e-government The focus is on shared infrastructures for enabling inter-