Please use this identifier to cite or link to this item:
Collaborative Innovation for Government Data: The Case Study of D4SG Fellowship Program
collaborative governance,innovation,collaborative innovation,D4SG Fellowship Program,
|Publication Year :||2020|
With the increasing complexity of social issues, the government usually depends on nongovernmental technology and innovation for collaboration. Recently, a new collaborative data governance, D4SG Fellowship Program, has occurred and become a new pattern for government to use data properly. As the case in the study, D4SG Fellowship Program is analyzed by using the framework for collaborative innovation from Sørensen and Torfing (2011) as well as diffusion of innovation from Rogers (1995). As for its research method, the study focuses on social welfare projects of public sectors with semi-structured interview to answer the major research questions: motivations for application, conditions and surroundings of public sectors, advantages and barriers during collaboration, impacts of collaborative data governance on a public sector and possible causes of its diffusion to other public sectors.
The result indicates that the public sector’s motivations for participating in the project mainly results from its prior experiences from successful projects, pain points confronting it, etc. The key points of a public sector’s involvement in collaborative fields lie in supportive superiors and available internal resources. Besides, three collaborative advantages and four collaborative barriers are summed up according to the interview. Advantages include: specialists from different fields, data scientists’ passion for and sense of duty in social welfare, and mentors’ experiences and translation in the projects; barriers include high communication cost, poor data quality, the government’s distrust of external participants, and lack of clarification of governmental case officers’ role. In terms of diffusion of innovation, the study found that D4SG Fellowship Program has lots of innovation characteristics to attract potential adopters, and conveys a project’s information and the outcome of its innovation mainly through interpersonal channels, which leads to an organization leader’s decision to participate in collaborative innovation, making influence on or bring reformation to other public sectors. Due to flexibility and public benefit D4SG Fellowship Program provides, the government not only can facilitate the communication among different networks, but it can also reduce the development risks of public sectors. However, the government should note outcome quality of a collaboration as well as pressure on colleagues participating in it.
Finally, reflections and suggestions are provided based on its result. Reflections on the result involve motivations for all the participants, difficulties of innovation inside the public sectors and the innovation gaps caused by urban-rural gap, and so on. Suggestions for the government include: noting labor cost of collaboration, improving data quality, setting up evaluation index of innovation, being open to innovations, and adoption of innovative strategies. Besides, the result shows the limitations of the study, and recommendations for what future researchers could further look at are following at the end.
|Appears in Collections:||公共事務研究所|
Files in This Item:
|4.32 MB||Adobe PDF|
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.