Abstract
This paper examines the scale of change required as public-sector organisations introduce multi-organisation shared services. Such collaboration has often proved to be problematic. It is suggested that a significant contributor to this is the scale of change required and variations therein for the different organisations involved. For some organisations the change required is incremental in nature and readily achievable while for others it is transformational and much more difficult to realise. An exploratory case study is used to describe and analyse the formation of multi-organisation shared services to supply Australian government agencies. The case reveals that while the implementation required significant change for all the agencies in some areas there was considerable variation between them. Differing starting positions with regard to IT systems and organisational structures in particular impacted the speed and complexity of change and the benefits that can be realised.
Recommended Citation
Borman, Mark and Ulbrich, Frank, "How the scale and consistency of change influence the ease and benefits of introducing multi-organisation shared services" (2012). AMCIS 2012 Proceedings. 4.
https://aisel.aisnet.org/amcis2012/proceedings/EndUserIS/4
How the scale and consistency of change influence the ease and benefits of introducing multi-organisation shared services
This paper examines the scale of change required as public-sector organisations introduce multi-organisation shared services. Such collaboration has often proved to be problematic. It is suggested that a significant contributor to this is the scale of change required and variations therein for the different organisations involved. For some organisations the change required is incremental in nature and readily achievable while for others it is transformational and much more difficult to realise. An exploratory case study is used to describe and analyse the formation of multi-organisation shared services to supply Australian government agencies. The case reveals that while the implementation required significant change for all the agencies in some areas there was considerable variation between them. Differing starting positions with regard to IT systems and organisational structures in particular impacted the speed and complexity of change and the benefits that can be realised.