Abstract
Government departments have limited resources but they are responsible for the healthy functioning of whole markets. This tension is amplified by the opportunities to generate, share and use information from new data sources and digital technologies. Huge increases in volumes and types of data produced by sensors and firms' IT systems can potentially be shared between firms which can cause information overload. This paper uses government orchestration theory to investigate the problems and opportunities of the UK's maritime transport ministry as it supports resilience planning for the whole country's ports system. We build on the developing Lean Government (l- Government) literature by theorizing on the differences between government and other stakeholders. We use a case study to investigate how these differences hinder as well as support the role of a government department. And how the special perspective of an orchestrator can integrate and filter information, motivate diverse collaborators and support the use of orchestration platforms in l-Government.
Highlights
In this paper we study the government’s role in resilience planning for the whole UK ports system using the lenses of lean government (l-Government) theory and network orchestration theory
We focus on the Maritime Resilience Planning team (MRPt) within the Department for Transport (DfT)’s Maritime Security and Resilience Division’s (MSRD)
In interviews with MRPt we found that this vagueness was due to a number of factors including the unforcastability of crises, a lack of regulatory power over port stakeholders and the complexity of the network of stakeholders that operated and used UK ports
Summary
In this paper we study the government’s role in resilience planning for the whole UK ports system using the lenses of lean government (l-Government) theory and network orchestration theory. Resilience is the capability of a system to return to or “bounce back” to a normal state after a disturbance or crisis. We focus on the Maritime Resilience Planning team (MRPt) within the DfT’s Maritime Security and Resilience Division’s (MSRD). We use orchestration theory to make sense of how the MRPt manages this tension and we use l-government theory in turn to understand how a small department can better orchestrate resilience planning for a whole country’s ports system (Janssen & Estevez, 2013; Janssen & Helbig, 2015)
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