 The governance of back-office integrationVictor Bekkers Public Management Review, 2007, vol. 9, issue 3, 377-400 Abstract: Given the political nature of back-office integration, should cross-organizational back-office integration be seen as a command and control challenge or a process management challenge? Comparative case study research has primarily shown that integration is the outcome of a process in which offices have been able to create a shared understanding about the necessity of integration and in which conflicting rationalities, with their own core values, internal logic and legitimacy, have to be weighed against each other. It is a goal-searching, incremental process, which should anticipate a changing political agenda in order to gain support. Understanding is reached through the ongoing recognition of the interdependencies among back offices, and as a result of a focus on the content of the problem and not on jurisdictions and costs. Trust and political and legal pressure are the lubricants that facilitate this process. In terms of project management, command and control approaches play an important role, but not a decisive one. Date: 2007 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:taf:pubmgr:v:9:y:2007:i:3:p:377-400 Ordering information: This journal article can be ordered from DOI: 10.1080/14719030701425761 Access Statistics for this article Public Management Review is currently edited by Professor Stephen P. Osborne, Jenny Harrow and Tobias Jung More articles in Public Management Review from Taylor & Francis Journals |
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