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Governance Structure for Alignment
Abstract
Given the political nature of back-office integration, should cross-organizational back-office integration be seen as a command and control challenge or a process management challenge? This question was phrased by Bekkers (2007), who found that comparative case studies primarily have shown that integration is the outcome of a process, in which offices have been able to create a shared understanding about the necessity of integration and in which conflicting rationalities, with their own core values, internal logic and legitimacy, have to be weighted against each other. Bekkers (2007) argues that it is a goal-searching, incremental process, which should anticipate a changing political agenda in order to gain support. Understanding is reached through the ongoing recognition of the interdependencies among back-of- fices, and as a result of a focus on the content of the problem and not on jurisdictions and costs. Trust and political and legal pressure are the drivers that facilitate this process. Co-ordination in terms of governance has to consider a mix of conflict and co-operation.
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