Kernkompetenzbeiträge und Rollen von Shared-Service-Centern im strategiefokussierten Konzern

2008 ◽  
pp. 75-96 ◽  
Author(s):  
Wilfried Krüger
Keyword(s):  
Shared Service

Der Shared-Service-Ansatz zur Bereitstellung von IT-Leistungen auf dem konzerninternen Markt

2005 ◽  
Vol 34 (4) ◽  
pp. 190-194 ◽  
Author(s):  
Frank Keuper ◽  
Carsten von Glahn
Keyword(s):  
Shared Service

Erfolgsfaktoren bei der Organisation und Steuerung von Shared Service Centern - Erfahrungen aus einem qualitativen Benchmarking

Controlling ◽  
2016 ◽  
Vol 28 (2) ◽  
pp. 98-106
Author(s):  
Ann-Kathrin Fritze
Keyword(s):  
Shared Service

Prozessoptimierung durch Shared Service Center

Controlling ◽  
2003 ◽  
Vol 15 (6) ◽  
pp. 301-308 ◽  
Author(s):  
Klaus Deimel ◽  
Sabine Quante
Keyword(s):  
Service Center ◽  
Shared Service

Shared Service Center

Controlling ◽  
2013 ◽  
Vol 25 (3) ◽  
pp. 159-162 ◽  
Author(s):  
Ann-Kathrin Fritze
Keyword(s):  
Service Center ◽  
Shared Service

Wertschöpfungsorientiertes Controlling von Shared Service Centern

Controlling ◽  
2013 ◽  
Vol 25 (7) ◽  
pp. 352-359 ◽  
Author(s):  
Wolfgang Becker ◽  
Patrick Ulrich ◽  
Harald Eggeling
Keyword(s):  
Shared Service

Shared services beyond sourcing the back offices: Organizational design

2007 ◽  
Vol 26 (4) ◽  
pp. 281-290
Author(s):  
Shouhong Wang ◽  
Hai Wang
Keyword(s):  
Organizational Support ◽  
Process Design ◽  
Organizational Design ◽  
Regulation System ◽  
Shared Services ◽  
Information Process ◽  
Shared Service ◽  
Strategy Identification ◽  
The Government ◽  
Partnership Network

Shared services have been widely spread in the government and private sectors. Unlike outsourcing, shared service is the standardization and consolidation of common functions across the multiple organizations to reduce information process duplication and increase information and knowledge sharing. Shared services should be viewed less as a phenomenon of cost saving and more as a challenge of organization redesign. Five general leading theories of organizational design are examined in the perspective of shared services. A quasi-general organizational design approach is proposed specifically for shared services projects. The proposed approach emphasizes the organizational support for the shared services strategy identification, collaborative partnership network design, optimal shared services process design, and policy and regulation system design.

Cooperation, not cost savings: explaining duration of shared service agreements

2017 ◽  
Vol 44 (3) ◽  
pp. 350-370 ◽  
Author(s):  
Austin M. Aldag ◽  
Mildred Warner
Keyword(s):  
Cost Savings ◽  
Shared Service

scholarly journals The Effect of Shared Service Centers on Administrative Intensity in English Local Government: A Longitudinal Evaluation

2019 ◽  
Vol 30 (1) ◽  
pp. 113-129 ◽  
Author(s):  
Thomas Elston ◽  
Ruth Dixon
Keyword(s):  
Local Government ◽  
Economies Of Scale ◽  
Administrative Support ◽  
Local Authority ◽  
Structural Complexity ◽  
Change Score ◽  
Support Functions ◽  
Service Adoption ◽  
Shared Service ◽  
Primary Service

Abstract “Administrative intensity” (AI) describes the proportion of total resources that organizations spend on administrative support functions rather than primary service and production processes. We test whether “sharing” administrative activities between organizations leads to a fall in AI due to economies of scale, as is often supposed, using organizational and financial data from more than 300 English local authorities. We employ multi-wave change score regression analysis to relate changes in AI from 2008 to 2016 to levels of shared services participation, and further test whether reform performance varies by category of local authority, type of administration, or degree of structural complexity. Although we find that some measures of AI fell slightly over this period, this was unrelated to shared service adoption for any category of local authority. Sharing of clerical rather than professional types of administration, and sharing by organizations and within partnerships characterized by lower structural complexity, also failed to improve reform outcomes. Faulty assumptions about the extent of administrative scale diseconomies in English local government partly explain this significant reform underperformance.

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