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Sharing Knowledge in a Shared Services Center Context: An Explanatory Case Study of the Dialectics of Formal and Informal Practices

Vieru, Dargos; Arduin, Pierre-Emmanuel (2016), Sharing Knowledge in a Shared Services Center Context: An Explanatory Case Study of the Dialectics of Formal and Informal Practices, in Kotlarsky, Julia; Oshri, Ilan; Willcocks, Leslie P., Shared Services and Outsourcing: A Contemporary Outlook 10th Global Sourcing Workshop 2016, Val d'Isère, France, February 16-19, 2016, Revised Selected Papers, Springer : Berlin Heidelberg, p. 19-39. 10.1007/978-3-319-47009-2_2

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Vieru-Arduin-final-GSW-2016.pdf (465.9Kb)
Type
Communication / Conférence
Date
2016
Conference title
10th Global Sourcing Workshop 2016
Conference date
2016-02
Conference city
Val d'Isère
Conference country
France
Book title
Shared Services and Outsourcing: A Contemporary Outlook 10th Global Sourcing Workshop 2016, Val d'Isère, France, February 16-19, 2016, Revised Selected Papers
Book author
Kotlarsky, Julia; Oshri, Ilan; Willcocks, Leslie P.
Publisher
Springer
Published in
Berlin Heidelberg
ISBN
978-3-319-47008-5
Pages
19-39
Publication identifier
10.1007/978-3-319-47009-2_2
Metadata
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Author(s)
Vieru, Dargos

Arduin, Pierre-Emmanuel
Dauphine Recherches en Management [DRM]
Abstract (EN)
This study focuses on how knowledge sharing across boundaries of merging entities during an information system (IS) implementation project in a shared services center (SSC) context affects the resulting system functionality. Although the literature stresses the growing adoption of the SSC as an outsourcing model, there is a lack of studies that examine shared services as a dynamic process of knowledge sharing across the organizational boundaries. We draw on a sociomaterial practice perspective and on the theory of workarounds to analyze an IS implementation project in a healthcare organization resulting from a merger of previously independent hospitals. The results suggest that new technology can be enacted in different ways as it links up with practices of different communities of users. We propose a multilevel process model that indicates at the end of the project a resulting mix of formal and informal (workarounds) practices that emerged from a dialectic process of resistance to, and negotiation of, the IS configuration during its implementation.
Subjects / Keywords
Shared services center; Knowledge sharing; Sociomaterial practice perspective; Workarounds; Performativity; Sociomaterial assemblages
JEL
D83 - Search; Learning; Information and Knowledge; Communication; Belief; Unawareness
M15 - IT Management

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