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Transformation Strategies for Shared Service Centers in the Public Sector

Transformation Strategies for Shared Service Centers in the Public Sector

Haiko van der Voort, Hans de Bruijn, Marijn Janssen
Copyright: © 2009 |Pages: 16
ISBN13: 9781605663906|ISBN10: 1605663905|EISBN13: 9781605663913
DOI: 10.4018/978-1-60566-390-6.ch003
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MLA

van der Voort, Haiko, et al. "Transformation Strategies for Shared Service Centers in the Public Sector." Handbook of Research on ICT-Enabled Transformational Government: A Global Perspective, edited by Vishanth Weerakkody, et al., IGI Global, 2009, pp. 35-50. https://doi.org/10.4018/978-1-60566-390-6.ch003

APA

van der Voort, H., de Bruijn, H., & Janssen, M. (2009). Transformation Strategies for Shared Service Centers in the Public Sector. In V. Weerakkody, M. Janssen, & Y. Dwivedi (Eds.), Handbook of Research on ICT-Enabled Transformational Government: A Global Perspective (pp. 35-50). IGI Global. https://doi.org/10.4018/978-1-60566-390-6.ch003

Chicago

van der Voort, Haiko, Hans de Bruijn, and Marijn Janssen. "Transformation Strategies for Shared Service Centers in the Public Sector." In Handbook of Research on ICT-Enabled Transformational Government: A Global Perspective, edited by Vishanth Weerakkody, Marijn Janssen, and Yogesh K. Dwivedi, 35-50. Hershey, PA: IGI Global, 2009. https://doi.org/10.4018/978-1-60566-390-6.ch003

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Abstract

This chapter presents a set of critical choices for initiating a Shared Service Center (SSC) in a large public organization and the management of the transformation process towards it. A move to concentratingorganizational support functions in SSCs in public administration is encouraged by successes in the private sector. There is a lot to gain by concentrating functions including improved services through specialization, efficiencies through standardization, and cost reductions through economies of scale. Yet the transformation process does not resemble the simplicity of the concept of SSC and many challenges need to be bridged. In this chapter, the complexities of transformation processes of the introduction of a government wide SSC for human resource management are studied. By analyzing the perceptions of key stakeholders from a policy network theoretical lens, we found some major patterns determining success or failure in both designing and implementing SSCs. By listing these, we aim to clarify the complexities of transformation processes towards SSCs in public administration and provide some strategic suggestions for these transformations.

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