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Managerial challenges to realizing IT shared services in a public university

Managerial challenges to realizing IT shared services in a public university Many governments and public organizations are turning to shared service arrangements to decrease costs while increasing service levels. This paper aims to elucidate the fine-grained challenges managers face as they adjust to working under a shared service arrangement.Design/methodology/approachA two-year longitudinal ethnographic field study followed the IT shared service transformation process at a large public university. Meeting observations, emails, documents and interviews were used in the qualitative analysis.FindingsThe research identifies 11 challenges faced by management undergoing a transition to shared services. The authors use a taxonomy of management challenges based on the organizational perspectives literature (Knol et al., 2014) to organize the challenges and relate them to prior literature.Research limitations/implicationsThe novel findings include the importance of changing organizational culture, balancing dual interests of cost and customer focus, establishing a sense of urgency and achieving process standardization through practicing when adopting a shared service arrangement. The results from a single case study may not by generalizable to other organizations.Originality/valueThis study provides a nuanced and fine-grained understanding of the managerial challenges of adopting IT-shared services. This unique longitudinal data set describes in nuanced detail the challenges faced by frontline managers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Transforming Government: People, Process and Policy Emerald Publishing

Managerial challenges to realizing IT shared services in a public university

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1750-6166
DOI
10.1108/tg-04-2018-0030
Publisher site
See Article on Publisher Site

Abstract

Many governments and public organizations are turning to shared service arrangements to decrease costs while increasing service levels. This paper aims to elucidate the fine-grained challenges managers face as they adjust to working under a shared service arrangement.Design/methodology/approachA two-year longitudinal ethnographic field study followed the IT shared service transformation process at a large public university. Meeting observations, emails, documents and interviews were used in the qualitative analysis.FindingsThe research identifies 11 challenges faced by management undergoing a transition to shared services. The authors use a taxonomy of management challenges based on the organizational perspectives literature (Knol et al., 2014) to organize the challenges and relate them to prior literature.Research limitations/implicationsThe novel findings include the importance of changing organizational culture, balancing dual interests of cost and customer focus, establishing a sense of urgency and achieving process standardization through practicing when adopting a shared service arrangement. The results from a single case study may not by generalizable to other organizations.Originality/valueThis study provides a nuanced and fine-grained understanding of the managerial challenges of adopting IT-shared services. This unique longitudinal data set describes in nuanced detail the challenges faced by frontline managers.

Journal

Transforming Government: People, Process and PolicyEmerald Publishing

Published: Mar 12, 2019

Keywords: Shared services

References