Collaborating for Digital Transformation: How Internal and External Collaboration Can Contribute to Innovate Public Service Delivery

As worldwide institutions acknowledge the necessity of digital, open, and collaborative governments, this timely book offers a comprehensive exploration of digital transformation, intergovernmental collaboration, collaborative governance, and public sector innovation.

Collaborating for Digital Transformation highlights how collaborations between government organizations, as well as with the private sector and users, enhance digital transformation and public service innovation. Drawing from smart cities, online service platforms, eHealth and other initiatives across European countries, the book sheds light on the complexities, risks, and power dynamics inherent in these collaborations. It explores how the design, management, and leadership of these collaborations can overcome these challenges in different politico-administrative contexts. Through diverse research methods and by combining practical accounts with theoretical academic rigor, this forward-thinking book proposes a roadmap for more innovative and effective governments in the digital age.

This book will enlighten students, scholars, and researchers in politics, public policy, governance, and administration. Offering practical guidance for effective collaboration, innovation, and coordination for digital transformation, it also appeals to politicians, policymakers, civil servants, and professionals. Being relevant, not only in smart city and eHealth domains, but across all policy areas, it's an indispensable resource for driving innovation and digitalization toward a more interconnected future.

Edited by Koen Verhoest, Professor in Public Administration and Governance, Department of Political Science and GOVTRUST Centre of Excellence, University of Antwerp, Belgium, Gerhard Hammerschmid, Professor of Public and Financial Management, Hertie School, Germany, Lise H. Rykkja, Professor of Political Science/Public Administration, Department of Government, University of Bergen, Norway and Erik Hans Klijn, Professor of Public Administration, Department of Public Administration, Erasmus University Rotterdam, the Netherlands