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Sharing services increasingly extends beyond intraorganizational concentration of service delivery. Organizations have started to promote cooperation across their boundaries to deal with strategic tensions in their value ecosystem, moving beyond traditional outsourcing. This chapter addresses two research questions geared to the challenge of interorganizational shared services (ISS): why would organizations want to get and remain involved in ISS? And: what are the implications of ISS for (inter)organizational value creation?

The conceptual chapter reviews literature pertaining to ISS from public, commercial, and nongovernmental sectors. ISS is understood as a multistakeholder organizational innovation. In order to analyze ISS and conduct empirical research, we developed a taxonomy and research framework.

The chapter shows how ISS can be positioned in value chains, distinguishing vertical, horizontal, and hybrid ISS. It outlines ISS implications for developing business models, structures, and relationships. Success factors and barriers are presented that epitomize the dynamic interplay of organizational autonomy and interorganizational dependence.

The research framework offers conceptual ideas for theoretical and empirical work. Researchers involved in ISS studies may adopt strategic, strategic innovation, and organizational innovation perspectives.

ISS phases are distinguished to focus innovation management — initiation, enactment, and evaluation. Furthermore, insights are provided into processes and interventions aimed at making ISS a success for participating organizations.

Cross-sectoral perspective on ISS; taxonomy of ISS; research framework built on organization and strategic management literature.

In today's internationalized world, value creation consists of knowledge and work integration involving workers from around the world. Members of these globally distributed work teams (GDWT) encounter organizational behavior issues (identity, cultural differences, and leadership) and organization design issues (dependencies, information processing, media use, and teamwork structures). While most research on GDWT focuses on the first set of issues, this chapter is among the few to systematically explore the second set. We propose and elaborate on strategies for either reducing the intensity of collaboration, or enabling teams to collaborate intensely on a global scale. Implications for research and practice are explored.

The purpose of this study is to provide more insight in the ways key users act as knowledge managers and boundary spanners during the enterprise resource planning (ERP) system usage phase. Despite the recognized importance of key users during the implementation phase of an ERP system, little is known about their role in the ERP usage phase.

To provide rich insight in the boundary-spanning mechanisms utilized by key users to share knowledge, a qualitative approach was applied. In this study, “abductive” theme coding for 58 interviews with key users, end-users and managers has been used. This paper found six mechanisms and characterized them as “crossing” structural, social or cognitive boundaries.

Six boundary-spanning mechanisms have been distinguished which have been applied by key users to overcome several knowledge management issues. Subsequently, these mechanisms lead to a model which describes three different roles that key users may fulfill to efficiently share and transfer knowledge during the ERP usage phase.

Knowledge barriers during an ERP implementation and their accompanying six boundary-crossing mechanisms have been distinguished.

The recognition of the essential role that key users can fulfill during the usage phase of an ERP system is an important implication. Management has to take into account that tasks and responsibilities of key users have to be clear from the start and they may cautiously select employees who are suited to become key users.

The main contribution is the importance of the impact of key users on the effectivity of knowledge management during the ERP usage phase.

Military organizations participating in current expeditionary missions face new challenge associated with dilemmas common to asymmetric warfare. Apart from dilemmas faced by local government, populations, and organizations, military organizations struggle with their task environment, performance, and main and supportive processes. Complementing doctrinal innovations in this area, the chapter proposes a generic model linking these processes to value creation, and it examines specific changes introduced by asymmetric warfare. Notable changes include the increasingly dialectic, constructivist, and discordant nature of organizational processes. Moreover, asymmetric warfare challenges singular definitions of military organizations' and their members' professional identity, and demands ongoing, in-depth learning.

The purpose of this paper is to examine an organization’s operational alignment in the process of alliance formation.

A literature study was conducted on the strategic importance of assessing and aligning organizations’ operations for alliancing. Furthermore, an instrumental case study was conducted to provide insight in the degree of operational alignment required for a maritime organization to form a service alliance.

Managers indicate a complex set of organizational capabilities required for improving operating process to successfully execute their alliance strategy. Two improvement trajectories were found to be used by alliance managers for aligning operations with alliance strategy: development of a corporate alliance infrastructure, and nurturing a collaborative business culture.

The research is limited to one public organization establishing a vertical service alliance with one of its suppliers.

The paper introduces a new conceptual model of the alliance formation process, addressing the cyclical character of the pre-formation stage in which intra- and interorganizational management considerations alternate.

This paper aims to present a study on the organization of military logistics under “hot” conditions in an expeditionary crisis response operation. The authors' main research question is: in what way is armed forces logistics sourcing organized in the International Security Assistance Force (ISAF) in Afghanistan?

To answer their research question, the authors conducted a case study including field research at military sites in Afghanistan. The case study is focused on military organizations that operate in a hostile and ambiguous environment. The authors compare sourcing of three categories of support services, i.e. facilities management, maintenance & logistics and security.

The authors' results include a systematic overview of the organization of command, logistic and accounting (sourcing) in the ISAF mission, involving multinational military partners and contractors. Second, the authors show how Canada, NATO, The Netherlands, the United Kingdom and the USA sourced the three categories of services mentioned in terms of sourcing profiles. Focusing on contracting, the authors outline which strategies NATO and the countries mentioned used in practice. And finally, differences and similarities are highlighted in the area of funding and accounting.

While the authors' study provides insight in the use of sourcing profiles identified in this paper, more research is necessary to identify criteria for explaining sourcing decisions of armed forces.

The paper provides a systematic overview for practitioners and scholars and enhances manageability and policy development relevant for those who prepare, execute, monitor and evaluate missions.

The authors' paper is one of the first to provide a systematic overview in operational defense sourcing relying on first‐hand field data. This area of study is fragmented and remains mostly closed for non‐military researchers.

Purpose – The purpose of this study is to understand the effectiveness of national crisis response networks (NCRN) in a broad sense, including the domains of governance, and strategic and tactical management. The chapter thus moves beyond views considering crisis response a reactive, tactical level effort. Specifically, it focuses on the role of military organizations in NCRNs.

Methodology/approach – After building a research framework based on organization and military studies, this case study examines the organizational response to the disaster that was caused by the tropical cyclone “Katrina”; the data used are qualitative.

Findings – The results highlight the ex-ante lack of preparedness of organizations to cooperate in a NCRN. Once Katrina hit in 2005, confusion and tensions permeated interorganizational relationships for a number of days.

Research limitations/implications – Implications for researchers and practitioners center on the NCRN's backbone organizations and communities potentially affected. Through tension management and network-level investments in knowledge and routines they can contribute to effective crisis response. The framework could be applied to other national crises. Case studies can be generalized in a conceptual sense.

Originality/value of paper – Katrina has been studied quite extensively yet from a crisis response perspective. This chapter offers a reflection that broadens the scope of our understanding of NCRNs, with an emphasis on the military.