El Sayed Ewis Omran: “Spatial Data Sharing: From Theory to Practice“ - Wageningen UR


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28 Jun 2007 15:00

Unit: Wageningen University

Location: PROMOTION AT ITC, ENSCHEDE

Promotor: prof.dr.ir. A.K. Bregt (Geo-information Science)

Co Promotor: Dr.ir. J. Crompvoets

Spatial Data Sharing (SDS) is an essential issue to be tackled in order to implement successful and healthy Spatial Data Infrastructure (SDI). Studies on SDS are of theoretical and practical interest for the individual and organizational behavior. This thesis is aimed to examine the theoretical and practical aspects of spatial data sharing behavior from a socio-cultural perspective. Theory of planned behavior, cultural theory, Hofstede’s cultural dimensions and social network theory are among the most promising to explain SDS behavior. These theories are used in different ways.

First, these theories are adopted and combined as a framework to build a cross-cultural SDS model. This model provides a rich and systematic means for examining the factor that influences willingness to share spatial data. The model was tested and validated in Egypt and The Netherlands to encourage SDS for different individuals, organizations and societies. The cultural dimensions which emerge from this study are the importance of individualism/collectivism and power distance. These dimensions should be respected which are not easy to change. Four motivational factors of SDS behavior (rules, trust, autonomy, and uncertainty) are suggested. These critical factors, which can be changed, play a crucial role in determining the willingness of organizations (which have been loath to make their data available) to share spatial data. The willingness of the individuals in Egypt and The Netherlands are high to share data. The willingness of the organizations to share data in The Netherlands is high, however, in Egypt is low.

Second, because the organizational willingness in Egypt is low, these theories are used as a tool to examine “organizational” behavior based on “individualist” behavior. This is achieved by introducing social network analysis as a tool and using theory of planned behavior and cultural theory as a basis to interpret the SDS behavior. The patterns that shape individual attitude and organizational behavior regarding SDS may be seen as a combination of cultures in which hierarchy and fatalism dominate. The real challenge to improve SDS would only occur if the organization creates possibilities for horizontal data flows between units without the necessity of gaining the approval of superiors. And that would only occur if we can change the organizational behavior towards SDS.

Finally, these theories are used as a method to change and assess the organizational SDS behavior. This is realized by implementing six behaviors targeted for change drawn from theory of planned behavior through interventions. The results which assessed by analyzing (alpha, beta, and gamma) change indicate that first line supervisors’ behaviors toward SDS are changed (actual sharing).

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