Abstract

To explore ways to facilitate information sharing among public organizations, this study adopted methodological triangulation and linked quantitative and qualitative research methods in diverse ways. First, we examined policies and case studies concerning information sharing, along with digital-based government innovation systems that exist have existed at home and abroad, before moving on to identify related issues and problems. Next, we surveyed 1,055 public servants working in central government organizations who handle information in real work settings to conduct research on their awareness of and attitude toward information sharing and to analyze influencing factors. Then, regarding the survey results and the influencing factors that were derived, opinions of 20 experts from industry, government, academia, and the research community were collected from in-depth interviews and questionnaires. Finally, we integrated findings from all the aforementioned efforts (i.e., the review of relevant policies, case studies, and systems; the survey of public servants’ awareness and attitude on the issue; and the in-depth examination of opinions held by experts) and derived policy considerations required to promote information sharing among public organizations as follows: First, enhancing evaluation, compensation, education & training, and other relevant systems is necessary to motivate public servants responsible for information sharing, as well as their organizations, and improve their professional competencies. Second, a safe and accessible inter-organizational information sharing system and environment need to be established and utilized. Along with these, policy initiatives must also be created to ensure differentiated competencies among public servants, specifically by providing education programs optimized for amplifying information sharing skills and by strengthening their digital competencies. Third, laws and institutions that justify and require information sharing must be improved in conjunction with the information sharing environment, with the goal of making it more accessible and effective. In particular, the existing public?private information sharing system should be enhanced so that it is based on mutual agreement regarding the cost of information, the type of transactions, financing, implementation methods, and other details. Fourth, in addition to institutional overhaul, the overall public organizational culture must be upgraded, for instance, by fostering talent and improving leadership from a mid- and long-term perspective. This is because information sharing can be successful only when backed by each public servant’s digital literacy and competencies related to planning and digital technology utilization and because such capability can be developed only when the managers within each public organization provide active support and recognize the need for information sharing.