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1 – 2 of 2Erna H.J.M. Ruijer and Richard F. Huff
The purpose of this paper is to examine the impact of organizational culture on open government reforms by developing a theoretical framework bridging the theory and practice gap.
Abstract
Purpose
The purpose of this paper is to examine the impact of organizational culture on open government reforms by developing a theoretical framework bridging the theory and practice gap.
Design/methodology/approach
An exploratory qualitative study consisting of a document analysis and a case study was conducted.
Findings
An open organizational culture is a precursor to effective open government. A network strategy as a facilitator for developing an open culture was used in one US federal agency, breaking across boundaries within the organization, creating greater symmetrical horizontal and vertical openness.
Originality/value
Much of the focus in both theory and practice has been on the use of technology as a vehicle to increase government openness. This study argues that a movement toward openness is beyond the technical. Organizational culture is a key to openness and may need to be changed. A networks strategy may be one way to facilitate a transformation to a more open culture.
Details