Trust is a crucial factor in multi-actor data-sharing initiatives, particularly in sensitive domains like healthcare, where patient privacy, regulatory requirements, and organizational collaboration intersect. However, achieving trust-by-design, creating trust through intentional design choices, is challenging. To address this challenge, this paper investigates how trust frameworks in healthcare data-sharing are designed and how they evolve over time. Central to this inquiry is the conceptualization of “trust anchors”– designable components that provide a foundation for creating trust. Drawing on Technological Innovative Systems theory, this research qualitatively examines two healthcare trust frameworks, each at different lifecycle stages. The case studies reveal how trust anchors contribute to both the development and active management of trust frameworks. The contribution includes a lifecycle approach for trust frameworks and a matrix for categorizing trust anchors, providing guidance for organizations aiming to implement and maintain multi-actor data-sharing frameworks. We find that enforceable trust anchors are more important in the mature phase of a trust frameworks, while in the growing phase, less designable and enforceable trust factors assume a greater role.

Comparable to the concept of a data(-driven) enterprise, the concept of a ggovernment as data (-driven) enterprise' is gaining popularity as a data strategy. However, what it implies is unclear. The objective of this paper is to clarify the concept of the government as data (-driven) enterprise, and identify the challenges and drivers that shape future data strategies. Drawing on literature review and expert interviews, this paper provides a rich understanding of the challenges for developing sound future government data strategies. Our analysis shows that two contrary data strategies dominate the debate. On the one hand is the data-driven enterprise strategy that focusses on collecting and using data to improve or enrich government processes and services (internal orientation). On the other hand, respondents point to the urgent need for governments to take on data stewardship, so other parties can use data to develop value for society (external orientation). Since these data strategies are not mutually exclusive, some government agencies will attempt to combine them, which is very difficult to pull off. Nonetheless, both strategies demand a more data minded culture. Moreover, the successful implementation of either strategy requires mature data governance - something most organisations still need to master. This research contributes by providing more depth to these strategies. The main challenge for policy makers is to decide on which strategy best fits their agency's roles and responsibilities and develop a shared roadmap with the external actors while at the same time mature on data governance.