Organizational design in open government: Two cases from the United Kingdom and the United States

This article explores an organizational design perspective of open government. A conceptual model is developed of how contingency factors, design parameters, and goals fit together in an open government organization based on two case studies in the United Kingdom and the United States. The cases are compared, and the unique and common organizational design choices are drawn out and evaluated. The countries’ political systems mean they differ in how they design open government. However, they both designed organizational structures of centralized leadership, technology-driven processes of coproduction, and co-option of existing policy networks.