Collaboration as a Strategic Service in Government Online Communities

Smith, S; Winchester, D; Clegg, S; Pang, V

Collaboration as a Strategic Service in Government Online Communities

Smith, S Winchester, D Clegg, S

Pang, V

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Publication Type:: Journal Article
Citation:: Journal of Change Management, 2014, 14 (2), pp. 236 - 257
Issue Date:: 2014-01-01

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Field	Value	Language
dc.contributor.author	Smith, S	en_US
dc.contributor.author	Winchester, D	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Pang, V	en_US
dc.date.issued	2014-01-01	en_US
dc.identifier.citation	Journal of Change Management, 2014, 14 (2), pp. 236 - 257	en_US
dc.identifier.issn	1469-7017	en_US
dc.identifier.uri	http://hdl.handle.net/10453/36611
dc.description.abstract	This study investigates strategic innovation changes designed to facilitate 'Collaboration as a Service' that were undertaken on information technology platform sites hosting online communities by NSW state government agencies in Australia. The initial platform hosted the Guardianship Tribunal site dealing with people that have disabilities. The second platform involved working groups (WGs). The third platform hosted knowledge resource centre user group sites. A WG focusing on climate change issues that collaborated within and across agencies, as well as with outside organizations was investigated. A feature of the climate change group is that it requires data and collaboration from many agencies with a future-oriented function and duration of 20+ years. Overall, the WGs perform better following the adoption and implementation of collaborative tools resulting in the benefits of there being a single-point document, reduced duplication of information and effort and a design that complements WG operational activities. Lessons were learned from changes in service delivery for the design of face-to-face services that drove pre-implementation factors and assisted change and collaboration in earlier platforms through enhancing later sites features and functionality limiting user resistance. However, the organizational change contributed to enhanced centralization and panopticism of organizational power relations. © 2013 Taylor & Francis.	en_US
dc.relation.ispartof	Journal of Change Management	en_US
dc.relation.isbasedon	10.1080/14697017.2013.817472	en_US
dc.title	Collaboration as a Strategic Service in Government Online Communities	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	14	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Systems, Management and Leadership
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	14	en_US

Abstract:

This study investigates strategic innovation changes designed to facilitate 'Collaboration as a Service' that were undertaken on information technology platform sites hosting online communities by NSW state government agencies in Australia. The initial platform hosted the Guardianship Tribunal site dealing with people that have disabilities. The second platform involved working groups (WGs). The third platform hosted knowledge resource centre user group sites. A WG focusing on climate change issues that collaborated within and across agencies, as well as with outside organizations was investigated. A feature of the climate change group is that it requires data and collaboration from many agencies with a future-oriented function and duration of 20+ years. Overall, the WGs perform better following the adoption and implementation of collaborative tools resulting in the benefits of there being a single-point document, reduced duplication of information and effort and a design that complements WG operational activities. Lessons were learned from changes in service delivery for the design of face-to-face services that drove pre-implementation factors and assisted change and collaboration in earlier platforms through enhancing later sites features and functionality limiting user resistance. However, the organizational change contributed to enhanced centralization and panopticism of organizational power relations. © 2013 Taylor & Francis.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/36611