Shkabatur J, Peled A. Open Government Data in Developing Countries: Patterns of Adoption and Implementation. Proceedings of the 5th Global Conference on Transparency Research. 2017.
Nahon K, Peled A, Shkabatur J. Cities’ Open Government Data Heart Beat. Proceedings of the International Conference for E-Democracy and Open Government 2015 [CeDEM 2015]. 2015.
Peled A, Nahon K. Towards Open Data for Public Accountability: Examining the US and the UK Models. Proceedings of the iConference 2015. 2015.
Nahon K, Peled A. Data Ships: An Empirical Examination of Open (Closed) Government Data. Proceedings of the 48th Annual Hawaii International Conference on System Sciences (HICSS). 2015.
Shkabatur J, Peled A. Sustaining the Open Government Data Movement Worldwide: Insights from Developing Countries. Proceedings of the International Conference for E-Democracy and Open Government 2016 . 2015.
Peled A. Coerce, Consent, and Coax: A Review of U.S. Congressional Efforts to Improve Federal Counterterrorism Information Sharing. Terrorism and Political Violence. 2014.Abstract
Lay summary: The article explains the three key U.S. congressional legislative approaches to improve information sharing in the federal counterterrorism domain. These approaches are based on either coercing federal agencies, calling on their voluntary consent, or coaxing them with funding or legislation, to share information. The article analyzes each approach and proposes the integrative strategy of employing one or a combination of these approaches to suit each separate information sharing challenge. Publication significance: Effective information sharing in the U.S. federal counterterrorism domain is a critical challenge that presents security dilemmas but is essential to protect national interests and save lives. U.S. Congress is a pivotal body in addressing this challenge. The article categorizes and analyzes U.S. congressional approaches to improve counterterrorism information sharing. An innovative strategy of integrative application of the approaches based on individual case assessment is proposed.
Traversing Digital Babel - Information, E-Government, and Exchange
Peled A. Traversing Digital Babel - Information, E-Government, and Exchange. Cambridge, MA: MIT Press; 2014. tdb_final_cover_both_sides.pdf
Peled A. Re-Designing Open Data 2.0. Journal of eDemocracy & Open Government [Internet]. 2013;5 (2) :187-199. Publisher's Version
Peled A. When Transparency and Collaboration Collide: Lessons from the USA Open Data Program. Journal of the American Society for Information Science and Technology. 2011;62 (11) :2085–2094.Abstract
Lay summary: The article analyzes performance data from President Obama's flagship Open Data Program. The Open Data Program encouraged federal agencies to publish government data on the Open Data website to increase government transparency and collaboration. It inspired similar programs worldwide. The data analysis reveals that poor program performance: Most agencies either did not participate in the program or participated minimally; data published was often incomprehensible or not of high-quality. Publication significance: President Obama's Open Data Program presented a fresh approach to increasing government transparency and inter-government information sharing. The article presents the first analysis of Open Data Program performance data and finds that the program performed poorly. It is essential that future government transparency initiatives review these results and engage with understanding why the Open Data Program did not thrive.
Peled A. The Electronic Mountain: A Tale of Two Tels. American Review of Public Administration. 2007;37 (4) :458-478.
Peled A. Why Style Matters: A Comparison of Two Administrative Reform Initiatives in the Israeli Public Sector (1900-1999). Journal of Public Administration Research and Theory. 2002;12 (2) :217-240.
Peled A. Centralization Or Diffusion? Two Tales of Online Government. Administration & Society. 2001;32 (6) :686-709.
Peled A. Outsourcing and Political Power: Bureaucrats, Consultants, Outsourcers and Public Information Technology. Public Personnel Management. 2001;30 (4) :495-514.
Peled A. Do Computers Cut Red Tape?. American Review of Public Administration. 2001;31 (4) :414-435.
Peled A. Network, Coalition, and Institution: The Politics of Technological Innovation in the Public Sector. Information Technology & People. 2001;14 (1) :184-205.Abstract
Lay summary: The article investigates why and how certain public sector information technology (IT) projects are successfully implemented whilst others are not. The article discovers that, in public organizations, bureaucrats, technologists, and politicians form coalitions with a shared technical interest. These coalitions develop concrete project agendas and are the driving force behind successful IT projects. Publication significance: The failure or success of IT projects in the public sector is a key challenge to the ability of public organizations to operate effectively and utilize technological innovations. Therefore, it is critical to understand what factors drive these projects. The article draws on original research to make a surprising discovery: the successful implementation of IT projects in the public sector depends on the influence of interest-based coalitions of bureaucrats, technologists and politicians.
Peled A. Politicking for Success: The Missing Skill. The Leadership and Organization Development Journal. 2000;21 (1) :20-29.Abstract
Lay summary: What drives successful IT projects in the public sector? The article examines the leadership skills necessary to implement such projects. Surprisingly, the article suggests that technical and administrative skills are not the most important. Instead, the ability to navigate organizational politics is critical. Leaders with political skill tailor IT projects to fit the reality of their organization; leaders with primarily technical skill tend to rely on less successful generic solutions. Publication significance: Public sector IT projects often suffer from poor implementation, failing to meet their budget and time-schedule. This article enriches our understanding of the leadership skills necessary to ensure successful project implementation. It finds that technical and administrative skills must be accompanied by political skill. This finding has significant practical implications for public organizations and also broadens the scope of scholarly research on organizational leadership.
Peled A. First-Class Technology - Third-Rate Bureaucracy: The Case of Israel. Information Technology for Development. 2000;9 (1) :45-58.Abstract
Lay summary: Why does information technology (IT) in the public sector of countries with advanced IT achievements lag so far behind the private sector? Using Israel as a case study, the article demonstrates that political interests in the public sector compromise the efficient use of IT. The article finds that IT projects and advances are used by politicians and bureaucrats to consolidate power and advance agency-centric interests. This leads to government gridlock instead of improved services to citizens. Publication significance: The article addresses a pressing issue for democratic systems: do advanced IT tools improve the quality of democratic accountability and service delivery or is the political context an overriding factor? The article finds that if the political context is one of protecting and advancing personal and agency-centric interests then IT advances become utilized in political power-struggles. Whilst costing taxpayers dearly, IT advances do not improve accountability or service delivery to citizens.
Peled A. Creating Winning High-Tech Teams in the Public Sector. Team Performance Management. 2000;6 (1-2) :6-14.Abstract
Lay summary: The article applies theory about high-performance teams, developed in the private sector, to public sector teams tasked with implementing IT projects. The article compares two different forms of project teams: work groups committees. It proposes that work groups are more effective at ensuring project implementation. Drawing on 2 case studies the article provides general lessons on staffing, structuring and supervising public sector IT workgroups. Publication significance: The smooth governance of a country depends on efficient public sector IT project implementation. Yet, the public sector consistently lags behind private sector technological efficiency. The article addresses this critical challenge to public sector legitimacy. The article compares two team project models, the workgroup and the committee, and presents important findings that provide insight into the design and implementation of effective public sector team projects.
Peled A. The Wired Classroom: Bringing the Internet and Multimedia Revolution to the Traditional Campus. Campus-Wide Information Systems. 2000;17 (2) :16-22.Abstract
Lay summary: The article charts the benefits for universities of using multimedia tools to enhance traditional learning methods. It presents a case study of a successful three year pilot project at the Hebrew University of Jerusalem to use multimedia tools to enhance classroom study. The article proposes 9 guidelines for university administrators to overcome political hurdles to, and generate support for, the implementation of similar projects. Publication significance: Multimedia tools have become integral to enriching and streamlining learning delivery at universities. The article presents an in-depth case study that provides insight into the challenges and benefits of introducing multimedia tools to the university classroom. It also addresses the bureaucratic and political challenges to implementing such multimedia learning environments. Raising awareness of and addressing these challenges is critical to successfully utilize multimedia tools.
Peled A. The Politics of Outsourcing: Bureaucrats, Vendors, and the Hybridization of Public Information Technology Projects. Information Infrastructure and Policy. 2000;6 (3) :209-225.