Network, coalition and institution ‐ The politics of technological innovation in the public sector

Abstract

Develops a “politics‐first” theoretical framework to explain why, how, and when innovative IT projects are implemented successfully in public organizations. Explains how individuals who share a technological interest find each other in issue‐networks. Describes why and how the interests of technologists, bureaucrats, and politicians converge to a point where a coalition with a concrete project agenda emerges. Argues that, frequently, more than one coalition emerges from a single issue‐network and describes how these coalitions compete against each other to institutionalize new dominant designs. Discusses the reasons why some coalitions win while others lose. Provides examples based on innovative national and municipal IT projects in Australia, China, Israel, Japan, The Netherlands, New Zealand, Norway, the UK, and the USA.

Citation

Peled, A. (2001), "Network, coalition and institution ‐ The politics of technological innovation in the public sector", Information Technology & People, Vol. 14 No. 2, pp. 184-205. https://doi.org/10.1108/09593840110695758