{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,11,7]],"date-time":"2025-11-07T11:31:50Z","timestamp":1762515110557,"version":"build-2065373602"},"reference-count":102,"publisher":"Emerald","issue":"6","content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2025,11,11]]},"abstract":"<jats:sec>\n                    <jats:title>Purpose<\/jats:title>\n                    <jats:p>In the past decade, financial austerity has brought significant pressure upon emergency services in the UK. For the British Government, one approach to alleviate this pressure was to increase collaborative efforts in core functions (e.g. information systems and technology) between multiple organisations. Despite the consensus that collaborations are key in addressing complex problems, the majority fail or become discontinued. This research explores the development of collaborative information infrastructures between one Police Force and two Fire and Rescue Services in the UK, with a specific focus on how the difference in culture, identities and rules and norms, can work in a collaborative emergency service environment.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Design\/methodology\/approach<\/jats:title>\n                    <jats:p>This study investigated an example of successful development of a collaborative information infrastructure within the context of public safety and, specifically, the technology-based structures that underpin information management. A case study approach was taken, combining semi-structured interviews, document analysis and site visits. The study used activity theory as a theoretical and analytical framework.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Findings<\/jats:title>\n                    <jats:p>The research revealed that creating a shared identity is not essential in emergency services collaboration, and organisations may maintain their separate identity, given they address other elements of the activity system (e.g. leadership, motivated subjects). However, pursuing this strategy will create multiple tensions throughout the collaboration process.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Originality\/value<\/jats:title>\n                    <jats:p>The study contributes to the information systems literature concerning inter-organisational collaborations in the public sector providing a novel view to the implications of maintaining separate identities, and the significance of misalignment between interacting activity systems.<\/jats:p>\n                  <\/jats:sec>","DOI":"10.1108\/itp-06-2023-0620","type":"journal-article","created":{"date-parts":[[2024,8,20]],"date-time":"2024-08-20T02:15:22Z","timestamp":1724120122000},"page":"2555-2581","source":"Crossref","is-referenced-by-count":0,"title":["\u201cYou are you, and I am me\u201d: investigating inter-organisational collaboration between multiple emergency services"],"prefix":"10.1108","volume":"38","author":[{"ORCID":"https:\/\/orcid.org\/0000-0002-8626-807X","authenticated-orcid":true,"given":"Fatema","family":"Zaghloul","sequence":"first","affiliation":[{"name":"University of Bristol , ,","place":["Bristol, UK"]}],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","published-online":{"date-parts":[[2024,8,21]]},"reference":[{"issue":"2","key":"2025110706263610800_ref001","doi-asserted-by":"publisher","first-page":"1","DOI":"10.1080\/10967494.2021.1970061","article-title":"Modeling the barriers to multistakeholder collaboration for COVID-19 pandemic response: evidence from Sub-Saharan Africa","volume":"25","author":"Akenroye","year":"2022","journal-title":"International Public Management Journal"},{"key":"2025110706263610800_ref002","first-page":"263","article-title":"Organizational identity","volume":"7","author":"Albert","year":"1985","journal-title":"Research in Organizational Behavior"},{"issue":"1","key":"2025110706263610800_ref003","doi-asserted-by":"publisher","first-page":"21","DOI":"10.1046\/j.1365-2575.2000.00078.x","article-title":"Trust, power and interorganizational information systems: the case of the electronic trading community TransLease","volume":"10","author":"Allen","year":"2001","journal-title":"Information Systems Journal"},{"issue":"4","key":"2025110706263610800_ref004","doi-asserted-by":"publisher","first-page":"776","DOI":"10.1002\/asi.21441","article-title":"Working with activity theory: context, technology, and information behavior","volume":"62","author":"Allen","year":"2011","journal-title":"Journal of the Association for Information Science and Technology"},{"issue":"3","key":"2025110706263610800_ref005","doi-asserted-by":"publisher","first-page":"835","DOI":"10.25300\/misq\/2013\/37.3.08","article-title":"How should technology-mediated organizational change be explained? 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