Breaking through barriers: the impact of organizational culture on open government reform. Issue 2 (16th May 2016)

• Record Type: Journal Article
• Authors: Ruijer, Erna H.J.M.; Huff, Richard F.
• Is Part Of: Transforming government. Volume 10:Issue 2(2016)
• Page Start: 335
• Page End: 350
• Publication Date: 2016-05-16
• Subjects: Organizational culture -- Transparency -- Open government -- Network strategy; Internet in public administration -- Periodicals; Electronic government information -- Periodicals; 351.028546
• DOI: 10.1108/TG-07-2015-0028
• Languages: English
• ISSNs: 1750-6166

Abstract

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.