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

Dragos Vieru and Pierre-Emmanuel Arduin ()
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Dragos Vieru: UQAM - Université du Québec à Montréal = University of Québec in Montréal
Pierre-Emmanuel Arduin: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique

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Abstract: 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.

Keywords: Shared services center; Knowledge sharing; Sociomaterial practice; perspective; performativity; sociomaterial assemblages (search for similar items in EconPapers)
Date: 2016
New Economics Papers: this item is included in nep-cse, nep-knm and nep-ppm
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Published in Lecture Notes in Business Information Processing, 2016, 266, ⟨10.1007/978-3-319-47009-2_2⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01458031

DOI: 10.1007/978-3-319-47009-2_2

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