Shared services for digital transformation in government: a case study

Shared services may lead to improved organizational performance through better resource utilization. This management idea has been widely adopted in the public sector in the past two decades, e.g. for digital excellence in the Nordics and elsewhere. This research applies systems theory and public value theory to explore organizational capabilities required for public value creation in government digital shared-services centers (GD-SSCs). This paper contributes to the public value and public sector innovation literature by examining a case of a GD-SSC and its adoption by the government. The findings are relevant for policymakers and public managers who are interested in accelerating digital transformation in government. GD-SSCs have been widely adopted and the results can thereby apply to cases beyond the current context.