Adopting digital government shared-services centers : A case from Iceland

Abstract

The overall objective of this study is to understand how shared services adoption by governments can affect public sector reforms and public value. In this ongoing research paper, a case study involving a deployment of a government digital shared-services center is outlined. The adoption process is analyzed through a framework inspired by systems theory and public value theory. Initial results suggest that networked collaborative governance in the form of cross-sector collaborations can play an important role in public value (co)creation. However, the findings also indicate a barrier to public innovation. This involves a zero-error culture in state agencies. In this context, strong leadership skills and diverse use of relevant administrative instruments at various stages in the innovation process are found to be critical factors for the successful adoption of shared services. This study contributes empirically and theoretically to the latest research on ICT and public value by scrutinizing a successful case of a shared-services unit within central government.