IDEAS home Printed from
MyIDEAS: Log in (now much improved!) to save this article

Negotiating meaning of shared information in service system encounters

Listed author(s):
  • Blomberg, Jeanette
Registered author(s):

    Summary One of the key components of service systems is access to "shared information" among service providers and clients. Information transparency has been offered as a mediating response to the breakdown in trust and accountability that sometimes accompanies service system encounters. It is argued that by providing access to the operational details of business, public and governmental institutions participants in service relationships - whether citizens, customers, investors, or business partners - are better able to gain the necessary assurances that their interests are being protected. Based on an ethnographic study of the interactions between IT outsourcing executives of a large enterprise service provider and their client counterparts, this paper critically examines the underlying assumptions of the claim that access to information is at the heart of the accountability and trust problem in service systems. This ethnographic study was undertaken to help inform the design and development of a web-enabled portal and dashboard technology that promised to provide transparent views of the performance of IT outsourcing services. The analysis suggests that greater attention should be focused on the role of organization members in negotiating the meaning of service performance information and creating the organizational context for establishing "shared" views of information.

    If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.

    File URL:
    Download Restriction: Full text for ScienceDirect subscribers only

    As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.

    Article provided by Elsevier in its journal European Management Journal.

    Volume (Year): 26 (2008)
    Issue (Month): 4 (August)
    Pages: 213-222

    in new window

    Handle: RePEc:eee:eurman:v:26:y:2008:i:4:p:213-222
    Contact details of provider: Web page:

    Order Information: Postal:

    No references listed on IDEAS
    You can help add them by filling out this form.

    This item is not listed on Wikipedia, on a reading list or among the top items on IDEAS.

    When requesting a correction, please mention this item's handle: RePEc:eee:eurman:v:26:y:2008:i:4:p:213-222. See general information about how to correct material in RePEc.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Dana Niculescu)

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    If references are entirely missing, you can add them using this form.

    If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    This information is provided to you by IDEAS at the Research Division of the Federal Reserve Bank of St. Louis using RePEc data.