A fuzzy-set qualitative comparative analysis of factors influencing successful shared service center implementation

Abstract

PurposeOrganizations nowadays require services supplied by shared service centers (SSCs) to achieve organizational responsiveness. Previous contributions focused on distinct qualitative-explorative factors for explaining successful SSC implementation but failed to consider the interdependencies and combined effects between factors.Design/methodology/approachDrawing on complexity and configuration theories, this research employed a fuzzy-set qualitative comparative analysis (fsQCA). A unique dataset of 121 international firms was obtained to examine the combined effects of five conditions (factors), namely, modularization, standardization, decision-rights, portfolio and customer-orientation .FindingsThe findings show that multiple configurations of conditions (or solutions) can lead to successful SSC implementation. The fsQCA results indicated that portfolio and standardization are perceived as core conditions in all configurations. Firms that focus on portfolio and continuous evaluation of customer-orientation are more likely to be successful. Furthermore, in some configurations, the size of the firm size matters.Research limitations/implicationsThe cross-sectional survey data might be a potential limitation. In future research, a more extensive survey can be collected to help generalize the results.Practical implicationsSuccess factors are dependent on the SSC configuration. Standardization, portfolio management and regular evaluations of changing customer services by executive management are needed.Originality/valueTo the best of the authors' knowledge, there is no academic study that examines SSC implementation based on salient conditions using a configurational thinking approach. As such, the findings of the research allow us to better understand the causal complexity and interdependencies between essential SSC factors.

Workhorse or White Elephant? End User Acceptance of ERP System in a Shared Service Center

“…The amount of user toleration or rejection of the ERPS is not completely understood. Lack of system adoption has reduced the optimal usage of ERPS, obstructing the achievement of the system's full potential and resulting in a reduction in overall company visibility [1,20]. Besides, resistance to adopting ERPS has resulted in a drop in data security and quality, resulting in a fall in reporting inaccuracy and, as a result, a decrease in the report's dependability [10].…”

“…On the other hand, numerous academic studies have examined SSCs. These studies underscore its substantial influence on organizational dynamics in terms of cost savings, efficiency, process optimization, and improved service quality [20][21][22][23], robotizing the SSC [23], the challenge of managing the SSC [6,24,25], and the implementation of the SSC [26]. These studies highlight the crucial role that SSCs play in promoting standard practices, increasing the scalability of businesses, and centralizing vital functions like information technology (IT), financial management, and human resources (HR).…”

“…The ERPS has been tested on a global scale to determine user adoption [1,4,20,21]. However, there is little evidence in the empirical literature on ERPS adoption in the SSC context.…”