Proceedings of 5th International Conference on e-Government, Oct 2009, pp.148-155
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Research has shown that clarity of roles and responsibilities (CRR) influences the effectiveness and performance of individual organizations as well as cross-boundary or interorganizational group efforts. Role clarity increases job satisfaction, commitment, and involvement and reduces tension and anxiety among organizational members, which results in lower staff turnover rates in organizations. In addition, CRR has been found to enable other important determinants of success in cross-boundary information sharing (CBI), such as building trust among members of CBI initiatives. However, few studies attempt to understand the determinants of CRR in a CBI initiative. Using data from semi-structured interviews from eight U.S. state and local government public health and criminal justice information sharing cases, this paper seeks to fill this gap by examining these determinants.

This is an electronic version of an Article published in Public Administration Review, Volume 69, Issue 3 (p 392-402) © 2009 the American Society for Public Administration, May 2009, twelve pages
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Public managers confront tangled problems every day across all policy domains and levels of government, and they need to be ready to deal with them through networked forms of engagement and action. Knowledge networking—the ability to create public sector knowledge networks (PSKNs) suitable for addressing these problems—requires a certain set of skills and attitudes, as well as interpersonal and other kinds of trust. Network development processes that emphasize early, open dialogue and examination of assumptions and expectations do better than those that rush forward with a fixed IT solution in mind. Those that adapt and learn from experience are more likely to succeed in achieving their substantive project and networking goals. Finally, to be sustainable as organizational forms, knowledge networks need some legal foundation, access to resources, supportive policies, and innovative forms of leadership.

Proceedings of the Forty-First Annual Hawaii International Conference on System Sciences (HICSS 2008), Jan 2008, p.211
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Governments are increasingly using collaborative, cross-boundary strategies to face complex social problems. Many of these cross-boundary initiatives have at their core the use, and in many cases, the sharing of information and communication technologies. In fact, government managers and researchers alike are now recognizing the value and great opportunities offered by cross-boundary information sharing, in particular. Current research has identified important factors that affect these cross-boundary information sharing initiatives Governance structures are among those factors found to be important in cross-boundary information sharing. However, there is little research about the determinants of an effective governance structure in these multi-organizational settings. Based on semistructured interviews with participants in four state and local government criminal justice initiatives, this paper systematically identifies the determinants of governance structures for cross-boundary information sharing initiatives. By doing so, this study contributes to theory, but also supports the development of more specific guidelines for public managers and other individuals involved in crossboundary information sharing.

Paper presented at the eChallenges e-2007 Conference, The Hague, Netherlands, Oct 2007
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Sharing information across organizational boundaries in support of a governmental response to crises requires intergovernmental collaboration and information sharing. Examining these efforts provides an opportunity to explore questions about the role of various actors in such response efforts; in particular, informal leaders. This paper, based on a comparative case analysis of the response to West Nile virus (WNV) in two US states, New York and Colorado, extends what is known about leadership by providing new understanding about how informal leadership affects collaborative information sharing. The case analysis contributes to current knowledge about government leadership in complex networked environments such as a public health crisis. A set of propositions drawn from the analysis provides a preliminary model of the mechanisms through which informal leadership affects intergovernmental information sharing in crisis response. The findings also provide lessons about the role informal leaders play in cross-boundary information sharing and, consequently, in generating government capacity to respond to complex public problems as well as the foundation for a set of recommendations for practitioners.

Paper presented at “Leading the Future of the Public Sector” – The Third Transatlantic Dialogue, Newark, DE, Jun 2007
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Government leaders at all levels are realizing that sharing information across organizational boundaries is essential to effectively respond to the most pressing public problems facing governments. A public health crisis, such as the outbreak of the West Nile virus in the United States, represents one of these pressing public problems. Sharing information across organizational boundaries in support of a governmental response required intergovernmental and multi-sectoral collaboration and information sharing. Examining these efforts provides an opportunity to explore questions about various actors in such response efforts; in particular, executives and informal leaders. This paper, based on a comparative case analysis of the response to West Nile virus (WNV) in two US states, New York and Colorado, extends what is known about leadership by providing new understanding about the mechanisms through which executive involvement, and formal authority, informal leadership affect multi-sector collaborative information sharing. The case analysis contributes to current knowledge about government leadership in complex, multi-sectoral network environments such as a public health crisis. A set of propositions drawn from the analysis provide a preliminary model of the mechanisms through which leadership variables affect intergovernmental and multi-sector information sharing in crisis response. The findings provide new insight for practitioners about the mechanisms through which executives and informal leaders influence cross-boundary information sharing and ultimately the capability of government organizations to respond to complex public problems.

Proceedings of the Eighth Annual International Conference on Digital Government Research: Bridging Disciplines & Domains (dg.o 2007), May 2007, pp.47-56
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The purpose of this paper is to describe a dynamic theory of the socio-technical processes involved in the definition of an Integration Information problem in New York State (NYS). In April 2003, the Criminal Justice Information Technology (CJIT) group of NYS was tasked with developing a framework to give users of criminal justice data and information systems “one-stop shopping” access to information needed to accomplish their mission. CJIT collaborated with the Center for Technology in Government (CTG) for an eight-month period during 2003 to accomplish this task. The theory consists of a system dynamics model for understanding the dynamics of the collaboration involved in the problem definition stage of a project. The model was developed in facilitated group modeling sessions with the CTG team. The model is capable to generate interesting scenarios that show the importance of social accumulations in project management. Moreover, the model illustrates a powerful way to use modeling and simulation as theory-building tools.

Human Relations, Volume 59, Number 4, Mar 2007, pp 533–565
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In recent publications in organizational communication, the phenomenon of nonhuman agency has been highlighted as a key element whose recognition might allow researchers to better account for the nature and functioning of organizations. This approach consists of showing that the roles machines, tools, documents, architectural elements, and artifacts more generally play in collectives tend to be neglected in social sciences in general and organizational studies in particular, and that recognizing the active contribution of these elements might help us solve both theoretical and analytical problems.

The American Review of Public Administration, Volume 37, Number 1, 007, pp 91-113
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Knowledge and information-sharing networks are emerging in an increasing number of government programs and policy arenas. This article reports the results of an exploratory investigation into ways in which leadership and formal authority shaped the course of four knowledge network initiatives. The study treats authority as both formal and perceived. Leadership is assessed in terms of style, focus, and communication strategies. Analysis of the various authority and leadership patterns found in the case studies generated a set of hypotheses with regard to their influence on success of knowledge networks. Finding s reveal that formal authority, perceived authority, and a variety of leadership behaviors appear to have important influence on the development and performance of public sector knowledge networks. These factors affect the ability of such networks to achieve their substantive goals and the degree to which these efforts provide satisfying and useful networking relationships among the participants.

Proceedings of the 40th Annual Hawaii International Conference on System Sciences (CD/ROM), January 3-6,2007, Computer Society Press, Jan 2007, Ten pages
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Information and Communication Technologies (ICTs) are rapidly changing and new technologies, processes, and skills are constantly emerging. An important challenge for the research community is to gain knowledge about these emergent technologies in specific contexts, sometimes before they are actually implemented. This paper draws on our experience in the use of comprehensive prototyping as a methodology for building understanding of emerging technologies in new contexts. A Testbed research strategy combines various prototyping, business analysis, team work, and training techniques to understand the specific characteristics of a technology and the context in which it is going to be embedded. The paper presents three cases of Testbed research approaches developed within a 10 year period and presents some insights based on those experiences to inform the efforts of both practitioners and researchers.

Proceedings of the 13th European Conference on Information Technology Evaluation, Genoa Italy, 28-29 September 2006, Oct 2006, Thirteen pages
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Based on findings from CTG's Advancing Return on Investment Analysis for Government IT project this paper discusses the similarities and differences of approaches, models, and methodologies developed and utilized for measuring ROI in IT investment, particularly in the public sector. The paper also provides a descriptive data analysis of trends in IT investments in United States.

International Journal on Computers, Systems and Signals, Volume 7, Number 2, Oct 2006, pp. 3-17
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Electronic government is a complex phenomenon which involves technical, organizational, institutional and environmental aspects. Researchers from different disciplines are increasingly finding that using multiple methods can help to deal with complexity and obtain more comprehensive explanations. This paper argues that multi-method approaches can be useful for egovernment research. A set of advantages and challenges to multi-method approaches are introduced and then used to frame a case analysis. Two case studies involving multi-method approaches to e-government research are presented to illustrate strategies for responding to implementation challenges in both large-scale and small-scale projects. This case analysis contributes to the discussion about multi-method research designs and their role in digital government research. Insights into management strategies specifically designed to respond to the digital government context and the adoption of relevant methodologies drawn from the experiences of the authors are provided.

Paper presented at the eChallenges e-2006 Conference, Barcelona, Spain, Oct 2006
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Governments around the world are increasingly turning to information sharing and integration to help solve problems in a wide range of programs and policy areas. These complex interorganizational efforts face not only the technical challenges of many information technology initiatives, but also the difficulties derived from interacting among multiple and diverse organizations. Trust has been identified as one the most important organizational factors for cross-boundary information sharing and integration. However, more research is needed regarding the determinants of trust building in this multi-organizational contexts. This paper highlights the relevant role of trust in cross-boundary information sharing initiatives and provides evidence about three of its most important determinants.

Proceedings of the 7th Annual International Conference on Digital Government Research, USA, 277-284, May 2006, Eight pages
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Based on the findings of 2005 Library of Congress workshops and previous efforts on digital preservation, this paper discusses the challenges and opportunities regarding interorganizational collaboration and community building for digital preservation of state government information.

Proceedings of the Thirty-Ninth Annual Hawaii International Conference on System Sciences (CD/ROM), January 4-7,2006, Computer Society Press, Feb 2006, Ten pages
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This study investigates the dynamics of a knowledge sharing effort in New York State government that involved multiple organizations, divisions, and geographically separated offices in the development of the Multi-Purpose Access for Customer Relations & Operational Support System.

Proceedings of the Thirty-Ninth Annual Hawaii International Conference on System Sciences (CD/ROM), January 4-7,2006, Computer Society Press, Jan 2006, Eight pages
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E-commerce, and online auctions in particular, represent important examples of how information and communication technologies have been employed by public organizations to gain benefits in both efficiency and effectiveness. In this article, we discuss the three-year experience gained by New York State in the use of online auctions for the sale of surplus inventory and property.

Proceedings of the Thirty-Ninth Annual Hawaii International Conference on System Sciences (CD/ROM), January 4-7,2006, Computer Society Press, Jan 2006, Ten pages
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Land parcels are the foundation for many aspects of public and community life. This report presents the findings of a study of information about land parcels in New York State. It identifies stakeholders and their interests as well as the needs and issues associated with the uses of parcel data in the public, private, and nonprofit sectors.

Proceedings of the Thirty-Ninth Annual Hawaii International Conference on System Sciences (CD/ROM), January 4-7,2006, Computer Society Press, Jan 2006, Ten pages
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E-government is increasingly been used for government administrative reform. In fact, spending in e-government initiatives continues to rise and, among these projects, Internet-based applications are increasingly important. Using a nested research design, this study explores the complex relationships among the relative success of state websites and certain organizational, institutional, and contextual factors.

Proceedings of the Thirty-Ninth Annual Hawaii International Conference on System Sciences (CD/ROM), January 4-7,2006, Computer Society Press, Jan 2006, Ten pages
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Using structuration theory, this paper argues that the World Trade Center crisis was a catalyst for a change in the conceptualization of GIT for emergency response and, consequently, much was learned about interoperability and inter- organizational geographic information systems.

Proceedings of the Thirty-Ninth Annual Hawaii International Conference on System Sciences (CD/ROM), January 4-7,2006, Computer Society Press, Jan 2006, p.67a
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Digital government is a complex organizational and social phenomenon. It involves technical, organizational, and policy elements, as well as their complex and recursive interactions. Multi-method approaches have been shown as capable of presenting more comprehensive explanations of complex situations. This paper argues that multi-method approaches are valuable alternatives for e- government research.

Paper presented at the 66th Annual Conference of the American Society for Public Administration, Milwaukee, WI, Oct 2005, Eleven pages
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This paper contributes to the ongoing debate about multi-method approaches to studying social phenomena; in this contribution e-government is the social phenomenon of interest. A set of advantages and challenges to multi-method approaches are introduced and then used to frame a case analysis. Two case studies involving multi-method approaches to e-government research are presented to illustrate strategies for responding to implementation challenges in both large-scale and small-scale projects. The case discussion provides new insight into how the challenges to multi-method approaches can be managed.

Proceedings of the Thirty-Eighth Annual Hawaii International Conference on System Sciences (HICSS 2005), Jan 2005
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Traditional governmental structures have organized the capture, use, and management of information along agency lines. These “information silos” are not very useful in a dynamic environment. Information integration is considered one of the most significant ways to change the structure and function of public organizations. It has the potential to support the transformation of organizational structures and communication channels between and among multiple agencies working in different locations. This article contributes to this knowledge-building effort by examining the factors that influenced the success of selected criminal justice integration initiatives. Useful integration strategies are also identified.

Paper presented at the National Conference of Hungarian Psychological Association (PSZICHOLOGIA 2004), Debrecen, Hungary, Oct 2004
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As statistics show, violent crime is more prevalent in the US than in Hungary. Consequently, U.S. law enforcement, and a wide range of criminal justice agencies, are seen as an important part of government. These agencies embody characteristics that make them similar to and different from their counterparts in other areas of government. The research reported on here unveils some of these characteristics as it looks at interactions among criminal justice agencies in their efforts to develop structures within which to share and integrate information across organizational boundaries in order to reduce crimes.

Proceedings of the Twenty-Second International Conference of the System Dynamics Society, Oct 2004, pp.82-83
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The purpose of this paper is to describe a dynamic theory of the socio-technical processes involved in the definition of an Integration Information problem in New York State (NYS). In April 2003, the Criminal Justice Information Technology (CJIT) group of NYS was tasked with developing a framework to fulfill the goal of giving users of criminal justice data and information systems “one-stop shopping” access to the information needed to accomplish their mission. The research team of the Center for Technology in Government (CTG) collaborated with the CJIT group for an eight-month period during 2003 to accomplish this task. The CJIT-CTG team went through a series of conversations to specify the business problem and its context, and to identify feasible solutions and alternatives. This paper reports on a system dynamics model for understanding the dynamics of the socio-technical processes that took place during this project. This model building effort is looking for the development of a theory of interorganizational collaboration. The model is being developed in facilitated group model building (GMB) sessions with the team at CTG. Although the model presented in this paper is still preliminary, the model is capable to generated interesting scenarios with reasonable changes in the initial values of some parameters. Moreover, the model illustrates a powerful way to luse group model building and simulation as theory-building tools.

Proceedings of the Twenty-Second International Conference of the System Dynamics Society, Oct 2004, pp.83-84
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The system dynamics group at Albany has been developing approaches to decision conferencing using a combination of group facilitation techniques linked to projected computer models in the room for more than 20 years. Over the years, the group has developed a series of pieces of small group processes to build system dynamics models with groups, i.e. scripts. The Group Model Building (GMB) process reported here has several characteristics that make it different from most other experiences in the group. While the common setting involves managers interested in tackling a specific problem, this work involves a research team interested in building theory about the complexity of intergovernmental information integration. Additionally, the reported GMB process took place in small sessions of two to three hours, while the common practice at Albany involves intensive one or two-day meetings. In this way, the paper will include general thoughts about the implications of these differences for the GMB process.

Proceedings of the Thirty-Seventh Annual Hawaii International Conference on System Sciences (HICSS 2004), Jan 2004, p. 50120.1
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Government leaders and IT executives increasingly recognize that interorganizational information integration (III) is a critical and complex process. Due to the need for integrated information at all levels of government, interorganizational information integration can no longer be pursued through ad hoc approaches that primarily rely on intuitive understandings of the way government operates. This paper presents an effort currently underway to model the social and technical processes of interorganizational information integration to improve our understanding of information system development and of interorganizational collaboration. This research seeks to enhance both the conceptual and practical models of III by building new understanding of the interaction among the social and technical processes in interorganizational information integration.

Communications of the ACM, Volume 46, Number 1, 2003, pp 40-42
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More and more government agencies are creating collaborative relationships to improve services they provide. This article presents a summary of an international research project that is studying eleven collaborative partnerships developed to deliver government information.

Syracuse Law Review, Volume 52, Number 4, , 1243-1251
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Though they may be going unnoticed, e-government initiatives are changing the way that the public sector works. This article introduces a four-faceted vision of e-government and describes some of the ways that it is already changing government.

Government Information Quarterly, Volume 18, , 269-278

Legal and organizational issues converge when developing digital government in large urban settings. This paper contends that this convergence is a powerful determinant of how these projects develop and how likely they are to succeed.

IMP Magazine, 2000
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Many of us have already experienced the potential of the Web to change our relationships with other individuals, businesses, and now government. This article discusses the transformation needed before we can realize the promises of electronic government.

Journal of Global Information Management, Volume 7, Number 4, -December 1999, pp 27-33
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Geographic Information Systems (GIS) are used by government, researchers, and businesses to support a wide range of activities. This article documents the implementation of an Internet-based GIS Clearinghouse in New York State, and highlights the role of the State Library as a critical implementer and value-added facilitator.

The Public Manager, Volume 28, Number 1, 1999
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Throughout CTG's partnership projects, there are four realities that stand out as success factors for IT innovation. This article presents the four recurring factors that we have encountered working on dozens of projects with hundreds of government individuals and organizations.

Bulletin of the American Society for Information Science and Technology, ly 1997
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Organizations often lack adequate tools to manage the growing number and variety of electronic records. This article presents a set of practical tools that can help government agencies manage the records that are electronically created, maintained, and accessed.