Reconciling two approaches to critical success factors: The case of shared services in the public sector

Managing e‐Government: value positions and relationships

“…Although the reasons for e‐Government success or failure are complex and vary from situation to situation, factor studies consistently emphasise the role of management and leadership. Managerial success factors for e‐Government include the importance of management support (Pardo & Scholl, ; Altameem et al ., ; Borman & Janssen, ), leadership (Kumar & Best, ; Altameem et al , ), clarity of vision (Altameem et al , ; Garson, ; Luk, ) and the development of shared common objectives (Lam, ; Gauld, ). It is suggested that IT implementation is made more complex in the public sector by relatively complex decision‐making and accountability systems, together with a plurality of stakeholders with many differing objectives (Almarabeh & AbuAli, ).…”

Combating financial crisis with government transformation

“…Borman and Janssen [21] suggest that the "fundamental essence" of shared services is where a back office service such as accounts payable or foundational IT services is consolidated within a single area of an organization. Typically, they suggest, such a shared service "replaces arrangements where there is a duplication of efforts among business units" [21].…”

“…Typically, they suggest, such a shared service "replaces arrangements where there is a duplication of efforts among business units" [21]. Blake [22] describes a shared services organization in terms of what it delivers -specialized, value-added services to an enterprise [22].…”

“…The public sector is increasingly embracing shared services strategies [21]. The "popularity" of SSCs according to Janssen and Joha [19] is based in part on the efficiency gains as noted by others, but also due to an increase in services levels that come about "without a loss of control over the organizational and technical arrangements and expertise" [19].…”

Reassembling Local E-Government : A study of actors’ translations of digitalisation in public administration

“…Managerial approaches look mainly at local practices of e-government, with a focus on efficiency and cost challenges (Madsen, Berger, & Phythian, 2014). Factors such as expertise, standardised processes, common IT applications, transaction-based services, and meeting user needs are found to be vital for the successful implementation of e-government, together with leadership, job redesign, and comprehensive training (Borman & Janssen, 2012;Borman & Janssen, 2013). Similarly, the evolutionary approach focuses on modelling development and on providing practice-oriented advice.…”