This paper provides practical advice for professionals in public administration tasked with addressing social problems that span across multiple organizational and jurisdictional boundaries.
This paper explores the organizational factors that impact successful information sharing or interagency collaboration. The authors encourage the use of “Public Sector Knowledge Networks” (PSKNs), which they define as "socio-technical systems in which human, organizational, and institutional considerations exist in a mutually influential relationship with process, practices, software, and other informational technologies." PSKNs recognize that information sharing and inter-agency collaboration rely on more than information technology solutions and that technology must be complemented by a variety of organizational, sociological, ideological, and political considerations. The authors summarize empirical evidence from the public management literature showing the benefits of information integration and provide a number of successful case studies and practical use examples that demonstrate the benefits of utilizing PSKNs.