Across the globe, governments are engaging in Shared Service Center (SSC) models to rationalize their internal overhead processes. Scholarship is increasingly recognizing the challenges that governments face when embarking on an SSC reform. This study examines one of the most prevalent, yet undertheorized, risks: the role of resisting organizations that are pressured to engage in an SSC model. A context-sensitive and narrative approach is used to describe and explain the origins, nature, and consequences of organizational resistance against SSC reform proposals. Our findings demonstrate the interplay between organizational resistance, institutional features and contextual opportunities and constraints for resistance, the interaction of which produced a dynamic that dramatically affected the process and content of the reform under study.