Evolution of a service ecosystem: Longitudinal evidence from multiple shared services centers based on the economies of worth framework

Banoun, Arnaud; Dufour, Lucas; Andiappan, Meena

doi:10.1016/j.jbusres.2016.02.032

Cited by 64 publications

(77 citation statements)

References 24 publications

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“…Qualitative case studies exploring the process and challenges of reform implementation are most common (Conway et al, 2011;McCracken & McIvor, 2013;Kennewell & Baker, 2016;Tammel, 2017). More theoretical case research examines the transaction-cost profiles of different types of administrative function (Minnaar, 2014), the evolution of vendor-client and client-client relationships (Banoun et al, 2016), and the impact of specialization and standardization on administrative work and careers (Howcroft & Richardson, 2012). Research also suggests that implementation fidelity is sometimes a problem when organizations attempt to share administrative services.…”

Section: Shared Administrative Services: Tried But Untestedmentioning

confidence: 99%

The Effect of Shared Service Centers on Administrative Intensity in English Local Government: A Longitudinal Evaluation

Elston

Dixon

2019

Journal of Public Administration Research and Theory

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“Administrative intensity” (AI) describes the proportion of total resources that organizations spend on administrative support functions rather than primary service and production processes. We test whether “sharing” administrative activities between organizations leads to a fall in AI due to economies of scale, as is often supposed, using organizational and financial data from more than 300 English local authorities. We employ multi-wave change score regression analysis to relate changes in AI from 2008 to 2016 to levels of shared services participation, and further test whether reform performance varies by category of local authority, type of administration, or degree of structural complexity. Although we find that some measures of AI fell slightly over this period, this was unrelated to shared service adoption for any category of local authority. Sharing of clerical rather than professional types of administration, and sharing by organizations and within partnerships characterized by lower structural complexity, also failed to improve reform outcomes. Faulty assumptions about the extent of administrative scale diseconomies in English local government partly explain this significant reform underperformance.

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Section: Shared Administrative Services: Tried But Untestedmentioning

confidence: 99%

The Effect of Shared Service Centers on Administrative Intensity in English Local Government: A Longitudinal Evaluation

Elston

Dixon

2019

Journal of Public Administration Research and Theory

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“…Transaction cost economics theorizes the "friction" arising in exchange relationships due to individual interests and bounded rationality (Carr & Hawkins, 2013;Feiock, 2013), and would provide a fruitful complement. Sociological approaches to group interaction and compromise would also be informative (Banoun et al, 2016).…”

Section: Resultsmentioning

confidence: 99%

Collaborative cost-cutting: productive efficiency as an interdependency between public organizations

Elston

MacCárthaigh

Verhoest

2018

Public Management Review

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Collaboration between public sector organizations is typically understood as a response to complexity. Agencies collaborate in order to address complex, crosscutting policy needs that cannot be met individually. However, when organizational size is a constraining factor in public service efficiency, collaboration can also reduce costs by capturing scale economies unavailable to organizations of sub-optimal size. Using organization theory, the article conceptualizes these two different triggers for public sector collaboration, and builds a framework for tracing their wider impact upon the formation, operation and outcome of inter-agency partnerships. The framework is illustrated, and its implications for future research explored.

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“…Systems theories (general, ecological, life-model, and ecosystems) embrace mutual relationships amongst elements that are part of a whole. The study adopts the ecosystem approach, a concept that has diversified from botany 49 to wider application in education and other disciplines 50,51 . Ecosystems are functional and coordinated entities characterised by dynamic bilateral and multilateral connectivity, interdependence and interaction of different players (living and non-living) for survival and growth within a specific environment.…”

Section: Higher Education Ecosystemmentioning

confidence: 99%

“…Higher education institutions form a sub-system within the larger ecosystem which includes the university council/board, management, academics, students and support staff. 53 The non-living components of this ecosystem that direct the ways the human players behave and interact 51 comprise physical and material resources, policies, systems and procedures, organisational cultures, leadership styles and strategies 19 .…”

Section: Figurementioning

confidence: 99%

Quality assurance agencies: Creating a conducive environment for academic integrity

Garwe¹

2019

S. Afr. J. Sci.

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Academic integrity is a key measure of the quality, efficiency and competitiveness of higher education systems. This article explores how a quality assurance agency can foster a conducive environment for academic quality and integrity. A self-study methodology was used, with a focus on the insights and experiences of the Zimbabwe Council for Higher Education over a 10-year period. The findings show that by assuming an innovative and transformational leadership role in instilling a culture of self-evaluation, as well as maintaining its own integrity, an external quality assurance agency can improve academic integrity. The article adds value to the existing knowledge by advancing the higher education ecosystem approach as an integrity-based panacea and conducive way to induce integrity to flow from all players as opposed to the use of heavy-handed regulatory approaches.

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Evolution of a service ecosystem: Longitudinal evidence from multiple shared services centers based on the economies of worth framework

Cited by 64 publications

References 24 publications

The Effect of Shared Service Centers on Administrative Intensity in English Local Government: A Longitudinal Evaluation

The Effect of Shared Service Centers on Administrative Intensity in English Local Government: A Longitudinal Evaluation

Collaborative cost-cutting: productive efficiency as an interdependency between public organizations

Quality assurance agencies: Creating a conducive environment for academic integrity

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