Computer‐supported G2G collaboration for public policy and decision‐making

Abstract

Purpose

This paper investigates whether and how G2G collaboration for policy and decision‐making can be effectively supported by an appropriately developed information system.

Design/methodology/approach

The research method adopted in this paper follows the “Design Science Paradigm”, which has been extensively used in information systems research.

Findings

As resulted from the case study described in this paper, the proposed system has significant potential for supporting G2G collaboration for policy and decision‐making. It can support the collaborative understanding of social problems and needs, and the development of alternative actions or solutions for them. In addition, it can support the collaborative development of detailed action plans for the selected alternative(s). During the implementation of these actions, the system can be used for the collaborative monitoring of them, the identification of implementation problems and issues, and the development of alternatives for managing them. Finally, it can be also used for the collaborative evaluation of these actions by the involved public organizations, as well as the citizens and groups who are their recipients.

Practical implications

Enhanced public policy and decision‐making through the use of the proposed web‐based system.

Originality/value

The main contribution of this paper lies in the development of a web‐based system for supporting the G2G collaboration required for public policy and decision‐making in the public administration, as well as the creation, leveraging and utilization of the relevant knowledge. The proposed system allows for distributed, synchronous or asynchronous, G2G collaboration and aims at aiding the involved public organizations by providing them a series of argumentation, decision‐making and knowledge management features.

Citation

Karacapilidis, N., Loukis, E. and Dimopoulos, S. (2005), "Computer‐supported G2G collaboration for public policy and decision‐making", Journal of Enterprise Information Management, Vol. 18 No. 5, pp. 602-624. https://doi.org/10.1108/17410390510624034