Search

BackgroundGovernment agencies in the United States are creating mobile health (mHealth) apps as part of recent policy changes initiated by the White House’s Digital Government Strategy. ObjectiveThe objective of the study was to understand the institutional and managerial barriers for the implementation of mHealth, as well as the resulting adoption pathways of mHealth. MethodsThis article is based on insights derived from qualitative interview data with 35 public managers in charge of promoting the reuse of open data through Challenge.gov, the platform created to run prizes, challenges, and the vetting and implementation of the winning and vendor-created apps. ResultsThe process of designing apps follows three different pathways: (1) entrepreneurs start to see opportunities for mobile apps, and develop either in-house or contract out to already vetted Web design vendors; (2) a top-down policy mandates agencies to adopt at least two customer-facing mobile apps; and (3) the federal government uses a policy instrument called “Prizes and Challenges”, encouraging civic hackers to design health-related mobile apps using open government data from HealthData.gov, in combination with citizen needs. All pathways of the development process incur a set of major obstacles that have to be actively managed before agencies can promote mobile apps on their websites and app stores. ConclusionsBeyond the cultural paradigm shift to design interactive apps and to open health-related data to the public, the managerial challenges include accessibility, interoperability, security, privacy, and legal concerns using interactive apps tracking citizen.

Agile refers to a work management ideology with a set of productivity frameworks that support continuous and iterative progress on work tasks by reviewing one's hypotheses, working in a human‐centric way, and encouraging evidence‐based learning. In practice, public administrations have started to use agile principles and methods to plan projects, work in short sprints, iterate after receiving feedback from stakeholders, and apply a human‐centric approach to arrive at prototyped solutions. To understand the opportunities and challenges public servants perceive when they are asked to apply agile work practices, I conducted focus groups to study the social affordances of agile governance that need to be in place for public servants to adopt an agile mindset and its related practices. As a result of the exposure to agile work practices, public servants are either able to perceive its affordances and are willing to adopt agile, they falsely perceive them or they even remain hidden from them leading to a rejection of agile. [ABSTRACT FROM AUTHOR]

Digital transformation has become a buzzword that is permeating multiple fields, including public administration and management. However, it is unclear what is transformational and how incremental and transformational change processes are linked. Using the PRISMA method, we conduct a systematic literature review to structure this growing body of evidence. We identified 164 studies on digitally-induced change and provide evidence for their drivers, implementation processes, and outcomes. We derive a theoretical framework that shows which incremental changes happen in public administrations that are implementing digital technologies and what their cumulative, transformative effects are on society as a whole. [ABSTRACT FROM AUTHOR]

Knowledge is essential for the functioning of every social system, especially for professionals in knowledge-intensive organisations. Since individuals do not possess all the work-related knowledge that they require, they turn to others in search for that knowledge. While prior research has mainly focused on antecedents and consequences of knowledge sharing and understanding why people do not share knowledge, less is known why people provide knowledge, and what conditions trigger voluntary engagement in knowledge sharing. Our article addresses this gap by proposing a multi-level framework for voluntary engagement in knowledge sharing: individual, relational, group, and informational. We provide illustrations from a particular knowledge-intensive community, DNA forensic scientists who work at public laboratories. (Contains 5 figures and 1 note.)