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Sharing Knowledge in a Shared Services Center Context: An Explanatory Case Study of the Dialectics of Formal and Informal Practices

hal.structure.identifier
dc.contributor.authorVieru, Dargos*
hal.structure.identifierDauphine Recherches en Management [DRM]
dc.contributor.authorArduin, Pierre-Emmanuel*
dc.date.accessioned2016-03-23T14:54:47Z
dc.date.available2016-03-23T14:54:47Z
dc.date.issued2016
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/15434
dc.descriptionLecture Notes in Business Information Processing, vol 266
dc.language.isoenen
dc.subjectShared services center
dc.subjectKnowledge sharing
dc.subjectSociomaterial practice perspective
dc.subjectWorkarounds
dc.subjectPerformativity
dc.subjectSociomaterial assemblages
dc.subject.ddc651en
dc.subject.classificationjelD.D8.D83en
dc.subject.classificationjelM.M1.M15en
dc.titleSharing Knowledge in a Shared Services Center Context: An Explanatory Case Study of the Dialectics of Formal and Informal Practices
dc.typeCommunication / Conférence
dc.contributor.editoruniversityotherUniversité du Québec
dc.description.abstractenThis study focuses on how knowledge sharing across boundaries of merging entities during an information system (IS) implementation project in a shared services center (SSC) context affects the resulting system functionality. Although the literature stresses the growing adoption of the SSC as an outsourcing model, there is a lack of studies that examine shared services as a dynamic process of knowledge sharing across the organizational boundaries. We draw on a sociomaterial practice perspective and on the theory of workarounds to analyze an IS implementation project in a healthcare organization resulting from a merger of previously independent hospitals. The results suggest that new technology can be enacted in different ways as it links up with practices of different communities of users. We propose a multilevel process model that indicates at the end of the project a resulting mix of formal and informal (workarounds) practices that emerged from a dialectic process of resistance to, and negotiation of, the IS configuration during its implementation.
dc.identifier.citationpages19-39
dc.relation.ispartoftitleShared Services and Outsourcing: A Contemporary Outlook 10th Global Sourcing Workshop 2016, Val d'Isère, France, February 16-19, 2016, Revised Selected Papers
dc.relation.ispartofeditorKotlarsky, Julia
dc.relation.ispartofeditorOshri, Ilan
dc.relation.ispartofeditorWillcocks, Leslie P.
dc.relation.ispartofpublnameSpringer
dc.relation.ispartofpublcityBerlin Heidelberg
dc.relation.ispartofdate2016
dc.relation.ispartofurl10.1007/978-3-319-47009-2
dc.subject.ddclabelSystèmes d'informationen
dc.relation.ispartofisbn978-3-319-47008-5
dc.relation.conftitle10th Global Sourcing Workshop 2016
dc.relation.confdate2016-02
dc.relation.confcityVal d'Isère
dc.relation.confcountryFrance
dc.relation.forthcomingnonen
dc.identifier.doi10.1007/978-3-319-47009-2_2
dc.description.ssrncandidatenon
dc.description.halcandidateoui
dc.description.readershiprecherche
dc.description.audienceInternational
dc.date.updated2017-04-12T13:35:21Z
hal.identifierhal-01292702*
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