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By Carolina Machado, J. Paulo Davim

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By Carolina Machado, J. Paulo Davim

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46]. Over time, these interactions should expose differing perspectives and the negotiation of competing viewpoints and ultimately drive sustainable knowledge exchange. The majority of network members were cautious about revealing information, a rational response based on prior research [LUC 06, DYE 98]. Information was only exchanged where necessary and if beneficial to the person(s) providing it, suggesting a self-serving catalyst for exchange [KEL 09], although this may also be indicative of a lack of “shared history” between the network members.

It is seen as a very successful part of implementing e-government in Switzerland. By now, 20 expert groups have produced about 120 documents. Over the past few years, about 40 updates or new documents have been published yearly. Standardization by eCH has become a common means to agree on requirements in the context of e-government. The standards are used widely by suppliers, and the 2012 renewed contract of the cantons and the federal level now states that all public organizations generally need to apply for eCH standards.

The board is required to investigate which eCH activities need to be prioritized and how the limited resources can be invested most productively. Although these discussions are quite demanding, eCH sees them as a challenge that will help it focus on its activities. 10. , “Strategic assets and organizational rent”, Strategic Management Journal, vol. 14, no. 1, pp. 33–46, 1993. , “Firm resources and sustained competitive advantage”, Journal of Management, vol. 17, no. 1, pp. 99–120, 1991. , “Knowledge maps in the conversion of tacit knowledge as a competitive strategy”, Advances in Competitiveness Research, vol.

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