Abstract
In recent years, many governments have seized the momentum provided by the advent of information technology as the ideal opportunity to rethink and reformulate their administrative praxis. This restructuring concentrates not only on the internal aspects involved but also on those related to the relationship between government and other organizations. Consequently, the digitally enabled collaboration and cooperation perspective among different government agencies—commonly referred to by the acronym G2G (Government to Government)—is the main focus of this study. This work seeks to analyze why a G2G endeavor in Brazil led to outcomes that fell short of those expected. In order to achieve this, single case study methodology based on a recent real-life case was adopted, namely the digital link between the Brazilian Central Bank and the Federal Senate. Some lessons are drawn in order to assist policy makers and public administrators in dealing with this new field of knowledge. © 2007 Wiley Periodicals, Inc.
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