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Public sector ethos and private sector legitimacy: the paradox of political and managerial rationalities in a shared service organisation
conference contribution
posted on 2017-01-13, 13:51 authored by Ian Herbert, Rhoda BrownDrawing on evidence from the creation of a shared service centre (SSC) within the UK public sector, the paper explores the contribution of the SSC to the institutionalisation of new working practices and how key stakeholders made sense of a range of ideological, political and management tensions that arose from a
governmental change programme within the schema of ‘New Public Management’. The findings suggest that the overly ambitious scale and nature of the changes were
partly a result of a desire to be seen to be changing and partly a shared belief in the ‘certainty’ of planning procedures, all-inclusive committees, new technology (ERP) and, not least, the symbolic language of the new agenda. Whilst to many people, the SSC model may be viewed as a low-level, mostly technical matter, the actual process of sharing professional support services and collaborating in the design and operation of common systems, processes and protocols is rooted in complex and competing organisational logics. The eventual success of the case SSC in providing a vehicle for structural and behavioural change is a result of institutionalised actors successfully negotiating the new private sector logics of marketization, outsourcing and privatisation. The paper concludes that the public sector might learn from many private sector SSCs in two respects. First, a cautious, more evolutionary approach is adopted, which seeks to change human behaviour by fostering collaboration and building trust through small scale projects before adopting organisation-wide structural solutions. Second, as the SSC becomes systemic, top management support is required to drive sensible harmonisation of routines. Some suggestions are made for further research.
Funding
Chartered Institute of Management Accountants for financial support for the field research.
History
School
- Business and Economics
Department
- Business
Published in
European Consortium for Political Research, Collaboration and Sharing StreamCitation
HERBERT, I. and BROWN, R., 2016. Public sector ethos and private sector legitimacy: the paradox of political and managerial rationalities in a shared service organisation. Presented at the European Consortium for Political Research, 44th ECPR Joint Sessions of Workshops, Pisa, Italy, 24-28 April 2016.Publisher
European Consortium for Political ResearchVersion
- VoR (Version of Record)
Publisher statement
This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/Publication date
2016Notes
This conference paper is closed access.Language
- en