Conference Proceeding

A Collective Action Perspective on Technological Innovation in Business/Government Networks.

01/2007; In proceeding of: Proceedings of the Fifteenth European Conference on Information Systems, ECIS 2007, St. Gallen, Switzerland, 2007
Source: DBLP

ABSTRACT A major challenge for European governments is solvi ng the dilemma of increasing security and control of international trade, while at the same t ime reducing the administrative overhead. The EU focuses on the introduction of paperless IS to tack le this. In order to really bring benefits for both parties and address the dilemma, it becomes increas ingly important that governments and businesses look for alternative innovative solutions that go b eyond simply replacing paper-based systems with IT. However the EU works with a predefined, long-term a genda which is linked to the EU legislation. Even if such alternative innovative solutions are d eveloped, they are doomed to fail, if a network of powerful actors is not (or is inappropriately) mobi lized to bring the desired change up to the legislative level. There is only limited understand ing about how such networks can be mobilized. In this paper, we investigate the Beer Living Lab (Bee r LL) pilot project applying the collective action model of institutional innovation of Hargrave and V an de Ven. The model appears to be an interesting lens to analyze the eCustoms developments.

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    ABSTRACT: This article studies value assessments of IT solutions in public as well as in private contexts and aims to identify benefits of business-to-government innovations. The work analyzes the case of the implementation of European common e-customs solutions. Over the last few years, e-customs has become a widely studied topic within the European Union. However, only a little research has been conducted in order to identify benefits of such IT innovations. For this reason, this paper is dedicated to the value assessment of e-customs solutions. Within the framework of a European funded project, the study was conducted collecting data from interviews and workshops involving stakeholders coming from public as well as private organizations. By applying a theoretical value assessment framework, four main areas of improvement due to common e-customs solutions' implementation were identified: increased security, reduction of administrative burden, facilitated compliance, and better communication. This article contributes towards value assessment research and in particular to a standardized e-customs solution as an example of business-to-government innovations.
    07/2002;
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    ABSTRACT: Living labs which provide research and development environments for innovative eCustoms solutions for cross-border trade have recently received a lot of attention and have provided rich grounds for research (Tan et al., 2006, Kartseva et al, 2006; Liu et al., 2006; Baida et al., 2008; Baida et al., 2007; Liu et al., 2007; Razmerita & Bjorn-Anderson, 2007; Frößler et al.2007; Rukanova et al., 2007). Two studies (Frößler et al., 2007 and Rukanova et al., 2007) on Living Labs are particularly relevant from the point of view of innovation development and adoption. While these earlier studies zoom in on specific aspects of the innovation processes related to the Living Labs (i.e. management or adoption), they do not provide a holistic understanding of the innovation process that takes place and how a specific phase forms part of the whole process. The goal of this paper is to bring such holistic understanding of the innovation processes that take place in the context of Living Labs. To do so, we make use of the innovation-development processes of Rogers (1995) and we apply them to analyze the setting of Living Labs. In our analysis, we further extend the processes of Rogers to capture specific aspects of Living Labs. With this paper, we contribute to the existing research on Living Labs by providing a thorough understanding of the processes through which Living Labs develop as platforms for innovation development through business/government collaboration. The findings can also be of use for practitioners in setting-up and managing Living Labs.
    01/2008;

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