2010
DOI: 10.1108/17506161011065226
|View full text |Cite
|
Sign up to set email alerts
|

Adopting shared services in a public‐sector organization

Abstract: Purpose -The purpose of this paper is to combine translation theory with aspects of socio-technology and systems theory to study the adoption of shared services in a public-sector organization. The paper aims to involve the process of translating the shared-services idea in concert with people and policies, both in terms of inputs and outputs. Design/methodology/approach -An interpretive case-study strategy was applied. Findings -The mutual impact of process, people, and policies shed light on what influences … Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1
1
1

Citation Types

0
45
1
2

Year Published

2013
2013
2020
2020

Publication Types

Select...
5
2
2

Relationship

0
9

Authors

Journals

citations
Cited by 42 publications
(48 citation statements)
references
References 21 publications
0
45
1
2
Order By: Relevance
“…Dollery et al, 2009). (Ulbrich, 2010), investigated one case study in Sweden were he looked at "people, policy and process changes associated with shared services, noting that employee resistance was very problematic". Both (Niehaves & Krause, 2010a, 2010b investigated two case studies in Germany were they concluded that, financial savings are the main rationale for sharing services.…”
Section: Measuring Shared Services In Terms Of Inter-governmental Conmentioning
confidence: 99%
“…Dollery et al, 2009). (Ulbrich, 2010), investigated one case study in Sweden were he looked at "people, policy and process changes associated with shared services, noting that employee resistance was very problematic". Both (Niehaves & Krause, 2010a, 2010b investigated two case studies in Germany were they concluded that, financial savings are the main rationale for sharing services.…”
Section: Measuring Shared Services In Terms Of Inter-governmental Conmentioning
confidence: 99%
“…Partnerships and collaborative endeavours between public sector agencies are viewed as an increasing necessity, rather than just an opportunity for improvement (Sorrentino and Simonetta, 2011). Ulbrich (2010) stated that in an era of declining budgets and increasing demands for service delivery and quality, public sector organisations are increasingly looking to sharing services as a possible means to achieve high quality service provision at reduced cost. Combe (2009) argued that collaborative data sharing practices across the public sector can lead to increased efficiencies and early intervention in social problems to support better targeted services.…”
Section: Fire Preventionmentioning
confidence: 99%
“…Here, actors' interpretations of the ideas of e-government and how they translate new policy ideas into practice are essential. The concept helps to uncover how the meaning of new policies and ideas is contested and negotiated (Giritli Nygren, 2009a;Ulbrich, 2010). These translations also show that ambiguities, contests of meaning, and interpretation dilemmas follow when meanings change about the status quo, due to the gaps between old practices and new technologies and new expectations that are inherent in processes of advanced digitalisation.…”
Section: Advanced Digitalisation: a Case Of Network Governancementioning
confidence: 99%
“…Similarly, Ulbrich (2010) study, by focusing on actors' translation of policy ideas into specific configurations of local practices, has shown how meanings of new ideas are negotiated in the adoption of shared services in the public sector in Sweden. His study illustrated how the translation process has shaped personal and factual outcomes.…”
Section: Translation and Interpretive Studies Of E-governmentmentioning
confidence: 99%