Examining the Collaboration Framework for Achieving Government Performance: A Qualitative Case Study on Digital Transformation.

Government organizations must embrace collaboration to enhance public value and address inefficiencies caused by fragmented processes and duplicated efforts. This study develops a collaboration framework based on collaborative governance theory and digital transformation capability. Using qualitative methods, 15 in-depth interviews with government employees, 22 official documents, and one focus group video were analyzed through thematic coding. This study highlights several approaches to collaborative digital government transformation. First, it emphasizes breaking organisational silos and leveraging shared goals by reviewing the digital transformation plans to identify common projects, reduce duplication and address IT resources imbalance. Second, it advocates neutrality in leadership to harmonize inter-agency regulations. Third, it promotes agile organizational structures and dynamic capabilities to enhance adaptability and the ability to respond to rapid changes. Fourth, it recommends ideally modelling collaborative government services using an integrated business model in a unified digital platform, alternatively using data exchange and information sharing. Finally, it stresses user-centric design and inclusiveness to accelerate service delivery, ensure accountability, and improve efficiency, effectiveness, and seamless government operations. This study extends digital transformation capability and introduces new modes of engagement through digital collaboration within the discussion on initial barriers and drivers, technological capabilities, dynamic capability, and co-creation.