Data governance: proposal for a conceptual framework  for Brazilian public administration

Data Governance (DG) has become a topic of outstanding importance in modern organizations, since the amount and complexity of data generated and stored has increased exponentially in recent decades. In this context, an effective GD becomes essential to guarantee the quality, reliability and security of information. This dissertation, through a literature review and research methodologies: content analysis and document analysis, identified 55 DG mechanisms in the literature review and sought evidence of their application in a sample of Government Constitutive Acts. For the selection of the sample, a survey was carried out on the World Wide Web in January 2023, where 12 documents were selected, 5 Normative Acts establishing policies and GD committees. As main results, it was possible to identify 167 GD mechanisms in the governmental context, yet, it was found that 76% of the mechanisms contained in the literature are present in the Constitutive Acts. Based on these mechanisms, it was possible to present a conceptual framework for Government Data Governance (GDG) applied to PSB. The GDG subordinate to public governance was represented through the mechanisms of leadership, strategy and control; the interaction between the PSB and the 167 GDG mechanisms distributed in four dimensions: Governance, Quality, Management and Compliance. It is expected that the proposed framework will serve as a reference for future research on GDG and allow both the PSB and other GFD Bodies to implement the GDG mechanisms that are most appropriate to their realities.

Ключевые слова

Data Governance; Compliance; Public Governance; Conceptual Framework; Brazilian Public Administration

Получено

20.11.2023

Дата публикации

30.12.2023

Кол-во символов

38886

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ГОСТ	Caneparo Dos Anjos P. , Teixeira da Silva R. Data governance: proposal for a conceptual framework for Brazilian public administration // Law & Digital Technologies – 2023. – Tом 3. – № 2 C. 26-36 [Электронный ресурс]. URL: https://ldt-journal.com/S0029173-0-1 (дата обращения: 09.05.2024). DOI: 10.18254/S278229070029173-6
MLA	Caneparo Dos Anjos, Priscila, Teixeira da Silva, Rodrigo "Data governance: proposal for a conceptual framework for Brazilian public administration." Law & Digital Technologies 3.2 (2023):26-36. DOI: 10.18254/S278229070029173-6
APA	Caneparo Dos Anjos P., Teixeira da Silva R. (2023). Data governance: proposal for a conceptual framework for Brazilian public administration. Law & Digital Technologies 3(2), pp.26-36 DOI: 10.18254/S278229070029173-6

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1	INTRODUCTION Globalization has caused significant impacts on various aspects of society. The economic changes resulting from this phenomenon boosted the flow of trade, information, technology and labor worldwide. These changes have transformed contemporary society, mainly driven by the accelerated dissemination of Information and Communication Technologies (ICT). Technologies, such as the Internet, mobile devices and social networks, have revolutionized the way people communicate, interact and conduct business around the world, creating opportunities, expanding access to information, driving innovation and facilitating collaboration. on a global scale.
2	These advances have caused an exponential increase in the amount of data generated, from personal information shared on social networks, to records of commercial transactions and data collected by Internet of Things (IOT) devices. Zhang, Sun and Zhang (2022) state that, in 2018, the amount of data created, captured, copied and consumed was 33 zettabytes and the forecast for the current year, 2023, according to the Statista website, revolves around 120 zettabytes, that is, a growth of more than 250% in 5 years. This leads to a constant need for companies to think about how to deal with this increasing amount of data.
3	In this context, organizations are increasingly perceiving their data as a valuable asset, due to its potential to provide valuable information and insights, capable of enabling competitive advantages (Khatri and Brown 2010). Data governance (GD) emerges in this scenario as the exercise of authority over data assets, defining processes, standards, policies and technologies necessary to maintain and explore information in the organizational context (Khatri and Brown 2010; Newman and Logan 2006).
4	GD is recognized for materializing in a framework. Wende and Otto (2007) state that a DG must specify structure, processes and relationships that are defined by senior management to achieve its strategic objectives (Aisyah and Ruldeviyani 2018). All organizations deliberate on the use of their corporate data, whether or not they have defined data management functions, however, those that formally adopt a GD framework are more capable of increasing performance from their data (Seiner, 2014).
5	A GD framework should not be seen as a “one size fits all” approach. Decision-making bodies need to be identified for each organization, and DG must be institutionalized through a formal organizational structure that fits a specific organization (Otto 2011), without forgetting its alignment with the strategic plan (Zorrilla and Yebenes2022). Friedman and Bitterer (2006) recommend that the organization adopt a holistic approach focusing on people, processes and technologies.
6	Several established frameworks have been used to guide the implementation of GD in organizations. The Data Management Body of Knowledge (DAMA) frameworks; Decision Domain (Khatri and Brown 2010); Data Governance Institute (DGI) provides a comprehensive set of principles, best practices and guidelines for managing data in an organization. The set of these frameworks establishes a clear separation between the functions of governance and management and can serve as a reference for both public and private organizations. It is clear from these frameworks that organizations need to define authority, roles and responsibilities over data assets. Define the vision, mission, and governance objectives, aligning them with the organization's strategic objectives. Furthermore, supervise the strategies, policies, procedures and processes related to data management.
7	To achieve this, mechanisms are needed to ensure the good implementation of strategic actions related to DG. Mechanisms that include structures that connect data to the business, procedures and standards for implementing DG (Zhang et al. 2022). A mechanism is composed of processes within a system that aim to trigger or prevent a change (Bunge 2003). In the context of public governance, whose objectives include the conduct of policies and the provision of services of interest to society, the mechanisms of leadership, strategy and control are put into practice to evaluate, direct and monitor management performance (Brazil 2020).
8	In the public sector, GD developed from the initiative of the Government Services and Information Portal (e-Gov) in 2002, with a view to promoting equal access to public services through ICT, going through several other initiatives until its intensification with the establishment by Decree, in 2019, of the Central Data Governance Committee and the Citizen Base Registry. Both the Federal Public Administration (APF) and the Government of the Federal District (GDF) have advanced in the creation of policies, laws, standards and practices aimed at GD. With emphasis on: Federal Law on Access to Information, Open Data Policy, General Personal Data Protection Law (LGPD). For the effective implementation of these standards, it is imperative to create a well-structured GD for the governmental context in order to define decision-making authorities, roles and responsibilities.

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Data governance: proposal for a conceptual framework for Brazilian public administration

Оглавление

INTRODUCTION