Managing Dependencies in Inter-Organizational Collaboration: The Case of Shared Services for Application Hosting Collaboration in Australia

2011 ◽  
Author(s):  
Mark Borman ◽  
Frank Ulbrich
Keyword(s):  
Shared Services ◽  
Organizational Collaboration ◽  
Application Hosting

Achieving Collaborative Aims through Multiple Identity Construction: Managing a public inter-organizational collaboration

2015 ◽  
Vol 5 (1-2) ◽  
pp. 1-15
Author(s):  
Isidora Kourti
Keyword(s):  
Identity Construction ◽  
Public Services ◽  
Ethnographic Study ◽  
Effective Management ◽  
Collaborative Process ◽  
Stability And Change ◽  
Multiple Identity ◽  
Organizational Collaboration

Although public inter-organizational collaborations can offer better public services, their management is a complex endeavour and they often fail. This paper explores identity construction as a key aspect that assists in managing successfully these collaborations. The study draws upon a longitudinal ethnographic study with a Greek public inter-organizational collaboration. The research illustrates that managers should encourage partners to construct collaborative and non-collaborative identities in order to achieve the collaboration aims. It also suggests that managers should seek both stability and change in the collaborative process and offers four collaborative patterns for the effective management of public inter-organizational collaborations.

Shared Services für Controlling-Prozesse - Umsetzungsstand und Gestaltungsfaktoren

Controlling ◽  
2013 ◽  
Vol 25 (11) ◽  
pp. 634-640
Author(s):  
Ann-Kathrin Fritze ◽  
Volker Küpper ◽  
Klaus Möller ◽  
Andreas Reimann
Keyword(s):  
Shared Services

Shared services beyond sourcing the back offices: Organizational design

2007 ◽  
Vol 26 (4) ◽  
pp. 281-290
Author(s):  
Shouhong Wang ◽  
Hai Wang
Keyword(s):  
Organizational Support ◽  
Process Design ◽  
Organizational Design ◽  
Regulation System ◽  
Shared Services ◽  
Information Process ◽  
Shared Service ◽  
Strategy Identification ◽  
The Government ◽  
Partnership Network

Shared services have been widely spread in the government and private sectors. Unlike outsourcing, shared service is the standardization and consolidation of common functions across the multiple organizations to reduce information process duplication and increase information and knowledge sharing. Shared services should be viewed less as a phenomenon of cost saving and more as a challenge of organization redesign. Five general leading theories of organizational design are examined in the perspective of shared services. A quasi-general organizational design approach is proposed specifically for shared services projects. The proposed approach emphasizes the organizational support for the shared services strategy identification, collaborative partnership network design, optimal shared services process design, and policy and regulation system design.

Factors influencing the shaping of shared services business models

2014 ◽  
Vol 7 (1) ◽  
pp. 47-65 ◽  
Author(s):  
Anton Joha ◽  
Marijn Janssen
Keyword(s):  
Business Model ◽  
Business Models ◽  
Customer Orientation ◽  
Governance Structure ◽  
Single Type ◽  
Shared Services ◽  
Unified Framework ◽  
Content Type ◽  
Factors Influencing ◽  
Governance Processes

Purpose – Shared services are often viewed as a single type of business model but in reality, shared services can be organized in different ways. The goal of this research is to understand the factors influencing the shaping of shared services business models. Design/methodology/approach – Inductive case oriented research is conducted by investigating three different types of shared services arrangements using Al-Debei and Avison's unified framework for business models. Findings – A total of 12 different factors were identified that influence the shape of shared services business models including the path dependency, legal/regulatory driver, customer orientation, target segment, strategic importance, ICT/business orientation, IT governance structure, change strategy, degree of outsourcing, integration potential, economic rationale and the business value. Research limitations/implications – The level of customization and standardization can influence the potential benefits that can be gained from bundling services and it is important to understand the factors that influence this dimension. Practical implications – The appropriate configuration of these factors can be helpful to design shared services arrangements with a balanced degree of standardization and customization. The choices regarding the configuration of these factors could result in a more or less effective functioning business model and could influence the governance processes and mechanisms that need to be put in place. Originality/value – There is no prior research that addresses the shared services business model from a holistic perspective and this research provides a first conceptual model for shared services business models.

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