This chapter describes the first case study, which is a logistic service provider in Europe. First the context of the logistic service provider will be outlined, and next we describe how they established a Financial Shared Service Centre (FSSC). In addition, the antecedents, as discussed in Chap. 3, that impact an FSSC will be identified and presented. Subsequently, the findings are analysed, and a summary of the conclusions is presented.@en

This chapter describes the quantitative research that we conducted to examine the path relationships depicted in the conceptual research model (see Fig. 3.1). We employed Partial Least Squares Structural Equation Modelling (PLS-SEM) technique (Hair et al., 2016) to test the hypotheses and the relationships between the antecedents of business services portfolio. This approach seems to be appropriate for the research at hand. Overall, PLS-SEM offers a flexible and robust approach to test relationships and hypotheses, particularly in situations where sample size is small, and the conceptual model (see Fig. 3.1) is complex, and the research is exploratory or prediction-oriented.@en

Based on the empirical descriptive results of the four case studies, we relate our findings to the antecedents as described in Chap. 4. Our cross-case analysis comprises of four sections. First, we analyse the antecedents as used in our research model. In addition, we compare the cross-case findings with the outcomes of our fsQCA analysis in Chap. 5. Second, we discuss and show how we use Resource Orchestration Theory (ROT) as a theoretical lens to analyse and explain our findings. Third, we theorise on how enterprises may apply an ecosystem approach to orchestrate the studied antecedents in a coherent manner. Finally, we summarise our findings and provide cross-case study conclusions.@en

This chapter addresses the positioning of business services from three different perspectives. First, we describe the increasing demand and rise of business services and corresponding delivery modes. Second, we address the growth and position of global business services and their multi-nature. Next, we address GBS implementation challenges specifically. Fourth, we describe the importance of digitalisation as a means to overcome global business services implementation challenges. Finally, we summarise this chapter by addressing the key findings on business services.@en

In this chapter we discuss a global construction and building enterprise. The context of the case company will be outlined, and then we describe how the company established their Financial Shared Service Centre (FSSC). At the end of this chapter, the antecedents that are part of the research will be explored and elaborated, and the analyses of the findings and concluding remarks will be presented.@en

In this chapter, we describe the fourth case study, which is a global operating service provider specialised in financial services. We first sketch out the context of the service provider, and next, describe how they established the delivery of financial business services (FSSC). Then, we elaborate on the antecedents that are part of our research. As a final step, we analyse the findings and summarise our conclusions.@en

In the present chapter, our investigative focus shifts towards a nuanced exploration of the determinants shaping the orchestration of a business service portfolio by applying fuzzy-set Qualitative Comparative Analysis (fsQCA). This methodology is renowned for its capacity to elucidate complex causal configurations within complex systems. Our methodological rationale for adopting fsQCA resides in its inherent suitability for accommodating the intricacies inherent in our research objectives. This allows us to create a deeper understanding and comprehension of the conditional interplays driving business service portfolio orchestration.@en

In this chapter we describe the second case study, which is a global operating employment agency. We first outline the context of the employment agency. Next, we describe how the agency established their Financial Shared Service Centre (FSSC). Then, the antecedents that are part of our research will be elaborated. As a final step, the analyses of the findings and concluding remarks will be presented.@en

In this book, we introduced four objectives to explore which antecedents form a part of an enterprise orchestration capability that aims at integrating internal and external resources. We theoretically developed and empirically validated a business services portfolio model and its corresponding antecedents. More specifically, we demonstrated how digitalisation may overcome business services implementation barriers. Overall, we focus on digitalised Global Business Services (GBSs) in the context of a plural sourcing strategy and provided evidence how an enterprise ecosystem approach may decrease GBS implementation challenges. In doing so, we operationalised our definition as described in the introduction “An enterprise ecosystem is a socio-technical environment in which individuals within organisational units, which are supported by digital interactions, collaborate in co-creating, implementing and orchestrating GBSs in order to create business value”.@en

Purpose: To co-create value through dynamic collaborations, enterprises and their suppliers need to orchestrate the integration of complementary resources when providing business services. As such enterprises' strategic decision to apply a plural sourcing strategy to establish dynamic collaborations with their suppliers implies that both in-house and outsourced business services should be bundled into a business services portfolio. However, the antecedents that affect a business services portfolio have rarely conceptually been identified. Design/methodology/approach: Drawing on resource orchestration theory, the authors theoretically developed and empirically validated a business services portfolio conceptual model. The model aims at explaining the critical antecedents to a business services portfolio based on a unique data set, comprising 121 international enterprises with variation in the degree of outsourcing, size, geographies and maturity. Partial least squares structural equation modelling was used to examine the relationships among the antecedents and a business services portfolio. Findings: The findings show that the antecedent, i.e. plural sourcing strategy, modularised business processes and customer orientation have a direct and significant effect on the enterprises' business services portfolio orchestration. The results of the mediation test indicate that modularised business processes fully mediate the relationships between three independent variables with the orchestration of business services portfolio. Originality/value: This study is the first to analyse the impact of plural sourcing strategy, modularised business processes and customer orientation on the business services portfolio orchestration from a plural sourcing context. Additionally, it examines the mediating role of modularised business processes in the relationship between the antecedents and business services portfolio orchestration.

@en

To increase organizational responsiveness, firms nowadays seek various approaches in delivering global shared business services. Today, global operating firms apply a plural sourcing model that consists of both in-house and outsourced business services. As such, service governance is needed to manage interdependencies between vendors, both in - house and outsourced. However, as far as we know no study has yet addressed how global business services are governed within the context of plural sourcing. We conducted 68 semi-structured interviews with executive management of international firms and distributed a survey questionnaire to explore service governance modes. As a result, we identify five service governance modes: regional, global, centralized, de-centralized and multifunctional. Our paper contributes to research on global business services and plural sourcing by exploring various service governance modes. Theoretical and practical implications are discussed.@en

The introduction of robotic process automation (RPA) has created an opportunity for humans to interact with bots. While the promise of RPA has been widely discussed, there are reports suggesting that firms struggle to benefit from RPA. Clearly, interactions between bots and humans do not always yield expected efficiencies and service improvements. However, it is not completely clear what such human-bot interactions entail and how these interactions are perceived by humans. Based on a case study at the Dutch KAS Bank, this paper presents three challenges faced by humans, and consequently the perspectives humans develop about bots and their abilities to perform work. We then provide a set of five practices that are associated with the management of the interactions between humans and bots.

@en

To increase organizational responsiveness, firms nowadays seek various approaches in delivering global shared business services. Today, global operating firms apply a plural sourcing model that consists of both in-house and outsourced business services. As such, service governance is needed to manage interdependencies between vendors, both in-house and outsourced. However, as far aswe know no study has yet addressed how global business services are governed within the context of plural sourcing. We conducted 68 semi-structured interviews with executive management of international firms and distributed a survey questionnaire to explore service governance modes. As a result, we identify five service governance modes: regional, global, centralized, de-centralized and multifunctional. Our paper contributes to research on global business services and plural sourcing by exploring various service governance modes. Theoretical and practical implications are discussed.

@en

During an annual board meeting in 2016 KAS Bank’s executive management discussed various business and client trends and their effect on future banking. Based on the discussion, they recognised the need to improve internalbusiness processes, and as such, increase the degree of client satisfaction. In the meeting, they considered the idea of using automation as a way to achieve their goal, as since their start in 1806, KAS Bank embraced technical innovations.For example, they introduced their first mainframe in 1961, a first web application in the late 1980s and subsequently introduced a monitor app to provide financial information to pension funds and insurance firms. The executive board decided to further explore various technical innovation opportunities and consequently asked the Chief Information Officer to explore possible solutions. As the was pondering on this new task, he was wondering: where do we start, which type of processes can be automated, do we have the capabilities in-house to be successful, and what will be the impact on our personnel? This case study describes an actual situation of KAS Bank and its journey to implement robotic process automation solutions. The structure that is followed comprises three stages: Development stage, Implementationstage, and the Operational stage. This teaching case consists of two parts. The first part introduces robotic process automation and KAS Bank, while the second part discusses the three stages and corresponding challenges.@en

During the last decade, the scope of IT outsourcing arrangements evolved from a dyadic client–vendor relationship to a multi-sourcing environment characterized by sourcing inter-dependent services from multiple vendors. This case study addresses the journey of a large client firm in the retail sector who experienced that managing a multi-sourcing arrangement differs significantly from managing bilateral (i.e. dyadic) relationships. The journey consists of three phases: the initiation phase (2008–2010), which can be characterized as stressful and intense; the adaption phase (2010–2012); and the stabilization phase (2012–2015). The case describes actual situations along the journey, including the client’s previous experience, the deal making, the challenges and conflicts faced by the client and their vendors, and the strategic change toward a collaborative type of multi-sourcing arrangement.

@en

Purpose: Due to the convergence of rapid business developments and digitization challenges, service orientation is back on the research agenda as a concept to improve firms’ business services. Yet, little is known about the type of determinants that are relevant and to what degree they affect a firm’s service-oriented strategy. Design/methodology/approach: Building on structural equation modeling (SEM) and a unique data set of 131 international firms from different continents, the authors identify and analyze the key determinants in the context of a firm’s service-oriented strategy. Findings: The findings show that in order to cater for changes, organizations have to manage and adapt the coherence of the determinants’ business services, business processes and knowledge sharing continuously. Moreover, the results show that a service-oriented strategy is not only influenced by business services as such, but business services mediate the relationships between business processes, governance and process-aware information systems to a service-oriented strategy. Research limitations/implications: A limitation is imposed by the limited sample size and the unbalanced response of participants (executive management). In future research, a more extensive survey among a broader group of participants will help the authors to develop their model further in order to generalize the results, as well as more finely grained research related to geography and size might be pursued. Future empirical research is necessary to identify and test the relationships between other constructs and study their effect on a firm’s service-oriented strategy. Practical implications: On a practical level, the authors postulate that an organization’s executive management should pay attention to invest in an organizational entity (department) that manages business services continuously. This organizational entity has to ensure that related processes and knowledge sharing are in place to establish and maintain a service-oriented strategy. Originality/value: This research contributes to service-oriented literature by operationalizing the implementation of an organization’s service-oriented strategy. The authors’ insights go beyond the findings of Aier et al. (2011). The authors found that a service-oriented strategy influences service-oriented project success positively. The authors extended these findings, based on a unique data set, by studying business services and influencing determinants (i.e. business processes, governance, PAIS and knowledge sharing) within the context of service orientation. The renewed attention to the concept of service orientation provides insights into critical determinants that influence the implementation of a service-oriented strategy.

@en

When managing multisourcing relationships, firms have to pay additional attention to guard the scope of services provided by each vendor and to orchestrate their activities to create synergies. However, tensions between the vendors may arise as their objectives might be conflicting and their relationship has a competitive nature. The aim of this research is to develop a better understanding of governance in multisourcing relationships. Data from a case study were collected and this multi-faced domain is studied by applying Coordination and Resource Dependency Theory. Our analysis identified that an inter-organizational governance structure is needed that includes governance mechanisms to decrease potential uncertainties and deal with the competitive nature. Specifically, a responsible entity (individual or team) at each party is required that develops a coherent strategic plan, monitors relationships, and enforces governance mechanisms.@en

Due to the convergence of rapid business developments and digitization challenges firms need to become more agile. A service-oriented enterprise (SOE) strategy is an approach that decomposes an enterprise into business services that are modular, accessible, and interoperable, in which parts can be provided in-house, or outsourced to the market. The SOE concept has mainly been approached from a technological view and little is known about what type of strategic SOE determinants are relevant. A firm’s strategy to implement an SOE requires top management support. Therefore, insights at executive level are a prerequisite to identify strategic business directions. We conducted a literature review and a qualitative case study amongst eleven firms at executive level in various industries. Business services, business processes, and enabling technology were found in the literature as key determinants influencing a firm’s SOE strategy. Subsequently, the interviews at executive level identified that organizational readiness, knowledge and skills, and governance also affect the SOE strategy of firms. We suggest that a holistic view is required to study the complexity of an SOE. By using an executive view we contribute to IS and business literature as strategic SOE determinants become more explicit.

@en

Previous contributions on IT multisourcing were mainly focused on strategy and governance. The way in which actors exchange value as well as information and knowledge has been ignored. Given this void, this paper adopts the ecosystem metaphor and concepts from business model thinking to study common value creation and capturing. An exploratory, case-study is used to study a global IT multisourcing arrangement. The results indicate four barriers in ecosystems that may hinder value creation: managed interdependencies, resource integration, ecosystem boundary spanners, and formal inter-organizational contractual agreements. We contribute to IS literature by exploring, beyond the strategic decision to collaborate, the complexity and mutual dependencies of competing and collaborating actors within a global IT multisourcing context.@en

Sourcing literature reveals that large firms bundle or unbundle existing business services by means of modularization to achieve organizational agility. However, one may assume that firms need some degree of maturity to manage the complexity that comes along with bundling modularized services. The aim of our research is to understand how modularization interrelates with firm maturity when bundling business services, a topic that has been given limited attention in sourcing literature. Based on an exploratory research amongst 110 firms we found evidence for the relevance of influencing factors on firm maturity in bundling services. The findings provide evidence that the number of business services and the size of the firm correlate with the maturity of the firm. More specifically, our analysis identified that the type of market in which a firm acts (i.e. private or public) and adding the Marketing business function to a bundle does not increase firm maturity. Our empirical research contributes to sourcing literature as we expanded previous research by taking a more in-depth view on business services while providing up-to-date insights.

@en