What advances information sharing for sustainability performance management? Empirical evidence from U.S. local governments

Abstract

The broad nature of sustainability goals encompassing environmental, social, and economic well-being necessitates multiple departments' collaboration on integrating key informational resources. However, research finds that, in most cases, information sharing is still an exception rather than a norm and points to the importance of institutional force in shaping and advancing the practice. This research investigates the extent to which city departments are making efforts to integrate their knowledge and information in managing sustainability performance and what institutional conditions may advance such efforts. An analysis of 443 U.S. cities and towns from a recent survey on local sustainability performance management informs us that specific institutional mechanisms matter. Especially those directly tied to information-sharing, such as incentives for sharing, a quality information system, and a flexible structure permitting work autonomy, are significantly linked to an increased level of information sharing, while performance rewards are unlikely to be helpful in that regard. Culture is found not particularly significant. Culture as a multidimensional concept and the subsequent challenges in deconstructing and operationalizing its dimensions are discussed.