Information sharing is a fundamental goal of information systems (IS). Yet information sharing, although critical and much acclaimed, is complex in terms of its concepts and implementation. How to leverage this phenomenon while implementing an IS is discussed at length in the literature. Both academics and practitioners in IS are striving to discover and understand this phenomenon to take advantage of its true potential. Even though information, communication, and Internet technologies (ICT) provide viable platforms for information sharing to thrive, practitioners are still struggling to make this phenomenon a legitimate enabler of IS effectiveness. This study extends the research interest in inter-organizational information systems (IOIS) through a deeper understanding of the phenomenon of collaboration and information sharing within the context of e-government. The research setting is an IOIS e-government project that required collaboration between fourteen government organizations to provide welfare services to seven target groups. The hybrid approach of case study and grounded theory provided the researcher with the investigative and analytical platforms to uncover "street-level" conversations of the phenomenon implemented in an organization-wide collaborative initiative within the context of e-Government and employing qualitative methods such as documentation reviews, interviews, focus groups, and observations. This study reveals that collaboration and information sharing within the context of a specific e-government project can be difficult to achieve. Rhetorically, IOIS is very much the ideal means to portray the best of today's technology in accomplishing collaboration information sharing in an organization. However, the reality check on the IOIS implementation, revealed a mismatch between the rhetoric and reality, and a dire need to instill solid IT governance. Through ground-level conversations with IT staff at different levels, this study found several pertinent factors that facilitated collaboration and information sharing toward actualization. Stakeholders, coordination, empowerment, guidelines and policy, and champions and leadership must be in place to instigate more coordinated and efficient ways to implement the phenomenon, and increase the probability of success in future implementations of IOIS e-government projects, particularly in an environment, which is constantly affected by change, complexity, and uncertainty. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]