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This article summarizes a study that identified and described federal information inventory/locator systems. Such locator systems provide an important means of accessing a range of government information not previously available to the public or other government officials. Overall, the study's goal was to improve access to and use of U.S. government information. The study produced a final report describing study efforts, identifying issues and conclusions, and recommending the design of an networked‐based government‐wide information inventory/locator system (GIILS) (Volume I), the Federal Locator Database (FLD) — a machine‐readable database of descriptive information on some 250 federal databases, of which fifty‐three met the study's criteria as a locator, and a user's guide to that database (Volume II includes a machine‐readable version of the database and the user guide and codebook). The study recommends that the U.S. Office of Management and Budget develop a policy framework requiring agencies to design and maintain machine‐readable locators, meeting certain requirements and standards and that these be accessible over the Internet/NREN.

Among the digital age players, one of the fastest-growing digital channels is social media. In the past few years, developing nations’ government entities and political parties started using social media platforms to broadcast important information regarding decisions made at the state level. Pakistan is among those countries. Therefore, this study aims to empirically investigate the impact of the government agency’s provision of quality information on social media in establishing trust among citizens of Pakistan in a government agency with an underlying mechanism of citizens’ perception about agency’s transparency and responsiveness along with moderating role of perceived government response on COVID-19.

Data was collected from 542 social media followers of the Associated Press of Pakistan (a government news agency) and was analysed using measurement and structural models by using SmartPLS 3.3.0.

Results revealed that the interactive effect of government response on COVID-19 and government agency’s provision of quality information on social media strengthens the association of government presence on social media with citizens’ perception of the agency’s transparency and responsiveness and their trust in the agency.

Furthermore, the current study will contribute to the body of knowledge regarding the government agency’s use of information and communication technology and the government’s resultant response on COVID-19.

An extensive study of the literature revealed a gap available regarding the mediatory role of the citizens’ perception about agency’s transparency and responsiveness in between the association of government agency’s provision of quality information on social media and citizens’ trust in the government agency. Also, to the best of the author’s knowledge, no study to date has investigated the moderating role of government response on COVID-19 in between the relationship of government agency’s provision of quality on social media and citizens’ trust in the government agency and their perception about agency’s transparency and responsiveness. Thus, the current study aimed to address these existing gaps in the literature.

The purpose of this paper is to identify the historical trends and status of the national development of artificial intelligence (AI) from a nationwide perspective and to enable governments at different administrative levels to promote AI development through policymaking.

This paper analyzed 248 Chinese AI policies (36 issued by the state agencies and 212 by the regional agencies). Policy bibliometrics, policy instruments and network analysis were used to reveal the AI policy patterns. Three aspects were analyzed: the spatiotemporal distribution of issued policies, the policy foci and instruments of policy contents and the cooperation and citation among policy-issuing agencies.

Results indicate that Chinese AI development is still in the initial phase. During the policymaking processes, the state and regional policy foci have strong consistency; however, the coordination among state and regional agencies is supposed to be strengthened. According to the issuing time of AI policies, Chinese AI development is in accordance with the global situation and has witnessed unprecedented growth in the last five years. And the coastal provinces have issued more targeted policies than the middle and western provinces. Governments at the state and regional levels have emphasized familiar policy foci and played the role of policymakers, along with regional governments that also functioned as policy executors as well. According to the three-dimension instruments coding, the authors found an uneven structure of policy instruments at both levels. Furthermore, weak cooperation appears at the state level, while little cooperation is found among regional agencies. Regional governments cite state policies, thus leading to the formation of top-down diffusion, lacking bottom-up diffusion.

The paper contributes to the literature by characterizing policy patterns from both external attributes and semantic contents, thus revealing features of policy distribution, contents and agencies. What is more, this research analyzes Chinese AI policies from a nationwide perspective, which contributes to clarifying the overall status and multi-level relationships of policies. The findings also benefit the coordinated development of governments during further policymaking processes.

The purpose of this paper is to propose a low-cost, high return model for implementing a programmatic foresight function that is collaboratively integrated with the organization’s existing policy, planning and intelligence (or policy research) functions. Focusing on government agencies, especially those supporting liberal democratic governments, the purpose of the current paper is to propose a new, practical, low-cost and high-return model for implementing a programmatic strategic foresight function that is collaboratively integrated with the organization’s existing policy, planning and intelligence functions. The paper describes the relevant organizational considerations and options for structural adjustments, and suggests how the proposed model can maximize decision-making effectiveness without disrupting pre-existing structures, operations and products. The paper further discusses the necessity and involvement of a central government foresight agency and a non-hierarchical distributed network linking the foresight units.

Possible solutions are considered with respect to costs of development and implementation, risk (likelihood, consequence and uncertainty) of the new function’s failure, direct negative or positive effect on the performance of existing functions, the level of cross-organizational involvement in or collaboration with the new function, the level of cross-organization tangible benefits and the level of vertical involvement, especially at the executive level.

With few exceptions, the implementation of foresight by governments has not been at all methodical, but has followed many different paths, where it has occurred at all. The approach proposed in this paper – establishing a central foresight agency, propagating individual agency-based small programmatic foresight units and virtual teams and creating a non-hierarchical distributed network to link all of them – appears to best meet the success criteria set out in the paper.

Governments, especially liberal democratic ones, and their agencies that have previously shied away from methodically implementing strategic foresight or that have attempted to do so without real success now have an approach that is likely to produce the desired results.

The paper creates a sound framework for governments, especially liberal democratic ones, and their agencies to consider and proceed with the implementation of foresight functions and networks to support them.

The proposed approach is entirely new and generally challenges current practices.

Email communication is indispensable for US state agencies to respond to citizen requests and engage with constituents, contributing to building trust in local governments. While prior studies examine the responsiveness of elected officials, the quality of virtual interactions between government organizations and citizens is often overlooked. This study aims to investigate how US government agencies capitalize on the potential of online interactions with constituents to manage generic queries and introduce the response engagement index (REI) consisting of response time, reactive transparency and message interactivity to evaluate levels of communicative engagement.

The authors conducted a field experiment encompassing emailing a request to 547 state agencies based in the five largest states and one small state. A total of 377 organizational responses were manually analyzed to reveal the usages of six communicative engagement strategies.

The results show the potential of online communication is underutilized as the average score of response engagement remains low. Human responses are less engaging than auto-reply messages and require a one-day waiting period, if not longer. Response types and gender of government communicators significantly differ in response time and engagement strategies. The findings identify divergent patterns of response engagement and provide practical implications for facilitating citizen engagement.

This research fills a critical gap by investigating the quality of online interactions between US government agencies and citizens. The authors develop a theory-grounded tool of response engagement to identify three features: response speed, reactive transparency and interactivity. The findings can improve the quality of email communication in state agencies, enhancing governance quality. The REI proposed here addresses what Pfau (2008) deemed problematic for communication scholarship: research is sparse on “functional issues” that examine the communication process. Pfau argued for research that provides knowledge of interest across disciplines so as to “cross-fertilize” ideas between political communication and public relations; this study sought to bridge that gap with a theoretical and practical tool for building public trust in governments.

To support the evaluation of transparent and responsive governments, reliable and valid measurements are needed. The proposed REI provides practitioners with a theory-grounded tool to identify areas of engagement quality in government responses. The findings can be used to improve the quality of email communication in state agencies, enhancing governance quality.

Citizens seek reciprocal dialogue through prompt, open and interactive communication. US state agencies should leverage the engagement features for increasing citizen trust – response time, reactive transparency and interactivity – when responding to public inquiries. Ultimately, trust in government agencies' interests in serving stakeholders cannot be strengthened without prompt and engaging responses to meet the public's needs.

This field experiment was one of the first to focus on US state agencies' responses to information requests. It introduces a new REI to assess communicative engagement in a government/citizen exchange.

In general, there are many disincentives standing in the way of promoting change in public procurement practices by government agencies. Because engaging in sustainable purchasing requires some level of entrepreneurialism and risk-taking, a sorting framework is adopted to gauge whether some organizations are systematically more likely to pursue sustainable public purchasing (SPP) efforts than others. One-way analysis of variance and other methods are applied to a survey of public procurement practitioners across over 300 governments in the U.S. Results strongly suggest that agencies of various scope and reach tend to abstain from aggressively pursuing SPP efforts. However, when they do employ SPP, these efforts tend to be quite variable across and within levels of government and organizational size. In an effort to bridge theory with empirical data, a strong case can be made that the current state of SPP in the United States is the result of random and very cautious experimentation with little systematic pattern to SPP adoption.

The purpose of this paper is to review the current performance management system of the South Korean Government and make recommendations for improvements to its institutional, operational, and value dimensions.

Based on a literature review, the government performance management system in South Korea is analyzed according to its institutional, operational, and value dimensions.

The Korean Government’s performance management system has developed distinct features such as strong political leadership, diversity in types of performance evaluation, the institutional involvement of civilian experts, and a mutually cooperative system among agencies tasked with efficient performance management. This paper concludes that the government performance management system requires further improvement in its institutional, operational, and value dimensions.

The paper provides scholars and policy makers concerned with government performance management, with diverse perspectives and suggested areas for improvement.

Federal government agencies increasingly use electronic bulletin board technology as a means of providing access to and dissemination of electronic government information. This paper identifies and analyzes existing government bulletin boards (BBSs). It also assesses the types of information available to information users on the BBSs as well as the cost and technological access issues involved in federal agency use of BBSs. Furthermore, the paper presents a typology of bulletin boards. Finally, it discusses information policy implications resulting from BBS development, especially with regard to access and dissemination of electronic government information. These “new” access mechanisms are often‐times difficult to use, are poorly deployed and operated, and may serve to limit access to some types of government information.

We experimentally investigate how the level of government (either federal or state) and whether funding is being allocated to enforcement or service efforts in a revenue agency affects trust in the agency, as well as support for the funding initiative. We find that the two independent variables interact, such that trust in the state agency is not affected by whether the proposed funding would be allocated to service or enforcement efforts. But, at the federal level (the Internal Revenue Service), trust in the agency is significantly higher when the proposed funding is to hire additional service employees as opposed to hiring additional enforcement employees. We also find that the level of government moderates the mediating effect of trust in the agency on the relation between the use of funds and support for the funding.

New Zealand is a small country with a rich history of pioneering administrative reforms. This chapter describes administrative reform processes emanating from the ‘core agencies’ of the State Services Commission (SSC), Treasury and the Department of the Prime Minister and Cabinet. It describes the famous New Public Management reforms of the late 1980s–2000s, led by the Treasury that restructured ministries (creating more agencies that are single-purpose agencies), rewrote policy rules (e.g., the same laws for public and private sector employees) and created accountability from agency heads to ministers as well as SSCs who evaluate and re-appoint agency heads. It should be noted that in this Westminster system, ministers provide policy leadership but not executive leadership of ministries. The chapter describes in detail two reform processes led/administered by the SSC since the mid-2000s to increase accountability for ministry mid-term policy and organizational capability targets (performance improvement framework) as well as cross-ministry goals (better public services). These efforts have been evaluated over time as being quite effective and are noted for their sustainability and improvement.