Edited by David Rooney, Greg Hearn and Abraham Ninan
Chapter 12: Information Sharing
Donald M. Lamberton Information sharing can be viewed as a practical matter at various levels: between people in their workplace or community, among managers, between firms or government departments or, in these times of somewhat fractured globalization, between nations. It is often tainted by collusion and constrained in a variety of ways, for example by costs, the desire to achieve or to retain competitive advantage, and not least by the different information using capabilities of donor and donee. The element in this complex process most often neglected which proves to be the crucial barrier is the different mindsets of the parties involved.1 Because mindsets also characterize the relevant intellectual disciplines involved, for example economics, management studies and decision theory, this chapter is cast in terms of those disciplinary approaches and their literatures Early recognition of the information revolution (see, e.g., Lamberton 1974; Machlup 1962), with its questioning about what kind of society it would shape, gave way to a heavy emphasis on ICT (information and communication technology), which only now seems to be challenged as the concept of the social is being re-examined (see, e.g., International Center for Advanced Studies). At the World Summit of the Information Society, the SecretaryGeneral of the International Telecommunication Union said: ‘Telephones will not feed the poor, and computers will not replace textbooks. But information and communication technologies can be used effectively as part of the toolbox for addressing global problems.’ The UN Secretary-General noted that ‘building the inclusive information society ... will require a multi-stakeholder...
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