Abstract
Purpose:
This paper empirically studies, using dynamic capability theory, how the Irish public sector developed and implemented dyadic relationships across two shared service centres.
Design/methodology/approach
As the research questions focus on how relationships were developed across shared services centre dyads, and how managers and leaders impact alliancing dynamic capabilities, the case study was selected as the appropriate research method (Yin 2014; Eisenhardt 1989). Empirically data was gathered from over 50 semi-structured interviews, conducted over a four year timeframe and triangulated with secondary data.
Findings
The framework developed proposes a four-stage evolution of alliancing capabilities, with environmental dynamism, shaping factors, alliance atmosphere, goal development and intended management strategy considered. It demonstrates the role that government decisions and policy play on the alliance dynamic capability processes.
Research limitations/implications
The author does not contend that the shaping factors and micro-foundation mechanisms presented in this study represent an exhaustive list. Considering these limitations, it is proposed that future studies adopt a mixed methods strategy, enabling a study which targets the breadth and depth of micro-foundation mechanisms.
Practical implications
The results from this research should be considered by managers and leaders of change and relationship development. Managers need to understand and have the ability to identify and apply the micro-foundations and mechanisms required when developing shared service centre alliances.
Social implications
It can inform education programmes, company management and leadership development programmes.
Originality/value
There are limited empirical papers on alliance dynamic capabilities and their microfoundations when developing shared services. And even less when applied to the public sector. This paper contributes to and extends the concept of alliance dynamic capabilities to strategy and the public sector, organisation theory, leadership and management literature.
Key WordsAlliancing Dynamic Capabilities, Microfoundations Mechanisms, Triggers and Enablers, Public Sector, Shared Service Centres.
