The Relevance of Intellectual Capital in Shared Service Centres

2018 ◽  
Vol 14 (2) ◽  
pp. 1-16
Author(s):  
Luisa Domingues ◽  
Agostinho Sousa Pinto ◽  
Carlos José Guterres
Keyword(s):  
Intellectual Capital ◽  
Explicit Knowledge ◽  
Continuous Process ◽  
Shared Services ◽  
Exploratory Research ◽  
Service Effectiveness ◽  
New Directions ◽  
Shared Service ◽  
Different Levels ◽  
Centres Of Expertise

In the context of shared services, considering the intrinsic characteristics of the concepts service and sharing, organizational knowledge can assume different levels of relevance depending on the models adopted, from the most conventional to the most recent models considered as new forms of shared services. These are: Centres of Competence, Centres of Excellence, Centres of Expertise and Technical Centres. According to Nonaka, the creation of new knowledge takes place in a continuous process of transformation of tacit knowledge into explicit knowledge. Marciniak correlates the new models of shared services with the tacit and explicit knowledge. Domingues presents in the SSAM model the concept of intellectual capital as the driving force of innovation and quality service effectiveness. This article, using a qualitative approach and constructivist paradigm, develops exploratory research that aims in new directions and horizons at the confluence of these three models (Nonaka, SSAM and Marciniak) in knowledge management at shared service centres.

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.

Knowledge management for library building design

2016 ◽  
Vol 37 (1/2) ◽  
pp. 2-12 ◽  
Author(s):  
Zhixian Yi
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Continuous Process ◽  
Building Design ◽  
Design Principles ◽  
Design Strategies ◽  
Innovative Design ◽  
Content Type ◽  
Practical Implications

Purpose – In the digital age, constant changes in libraries inform contemporary building design. An innovative library building design is a complicated process and can be viewed as a continuous process of the use of tacit and explicit knowledge and innovative tools and approaches. Knowledge management (KM) can bring about the much needed innovation, and transform tacit knowledge to explicit knowledge. For the design of a library to be successful, it is necessary to apply KM to library building design. The purpose of this paper is to look at key change impacts, to explore how to manage knowledge in building design and to identify key design principles. Design/methodology/approach – This paper looks at key change impacts, explores how to manage knowledge in library building design and pinpoints design principles. Findings – This paper finds that KM can be vital to library building design, and it can be used in all stages: to examine the internal and external environments, transform tacit knowledge to explicit knowledge by using portals, and analyze existing and future issues and trends. When effectively used, KM will result in innovative design strategies and also will reduce the time and costs of the building design and plan processes. The main principles of library building design are flexibility, accessibility, safety and security, applicability, adaptability, efficiency, and sustainability. Practical implications – This paper provides a useful overview of how to manage knowledge in library building design and design principles. Originality/value – The views, discussions, and suggestions will be of value to improve the effectiveness of library building design.

Allocation of Function, Adaptive Automation, and Fault Management

1998 ◽  
Vol 42 (3) ◽  
pp. 277-279
Author(s):  
Neville Moray ◽  
Toshiuki Inagaki ◽  
Makoto Itoh
Keyword(s):  
Process Control ◽  
Continuous Process ◽  
Fault Management ◽  
Control Task ◽  
Adaptive Automation ◽  
Human Control ◽  
Self Confidence ◽  
Levels Of Automation ◽  
Allocation Of Function ◽  
Different Levels

Sheridan's “Levels of Automation” were explored in an experiment on fault management of a continuous process control task which included situation adaptive automation. Levels of automation with more or less automation autonomy, and different levels of advice to the operator were compared, with automatic diagnosis whose reliability varied. The efficiency of process control and of fault management were explored under human control and automation in fault management, and aspects of the task in which human or automation were the more efficient defined. The results are related to earlier work on trust and self confidence in allocation of function by Lee, Moray, and Muir.

scholarly journals ANALYSIS ON THE ENTROPIC MODEL OF THE INTELLECTUAL CAPITAL. CASE STUDY OF THE SMES IN THE NORTH EAST REGION

2014 ◽  
Author(s):  
Roxana Mironescu ◽  
Andreea Feraru ◽  
Ovidiu Turcu
Keyword(s):  
Intellectual Capital ◽  
Explicit Knowledge ◽  
Dynamic Approach ◽  
North East ◽  
The North ◽  
East Region ◽  
The People ◽  
Effective Relationships ◽  
Intellectual Skills

The intellectual capital in its dynamic approach focusses on the development of the entropic model, which expresses the dynamic transformation of the theoretical intellectual capital in a concrete and useful intellectual capital. The aim of the present paper is to perform a detailed analysis of the intellectual capital inside the SMES of the North-Est region of the country. It also speaks about the influence of the main integrators of the intellectual capital, divided into three elements: the cognitive, the emotional and the spiritual capital, about how they are acting as a field of forces upon the basic components of the intellectual capital, such as knowledge, intelligence and values and how they determine the generation and development of the intellectual capital in the eastern analyzed SMEs. Both jobs and teams inside the analyzed SMEs are stimulating the development of the intellectual skills, which reduces the need for involving the external experts, by appealing only those specialists who could transform the tacit knowledge into explicit knowledge. The organizational communication provides the necessary information and contributes to the establishment of a fair climate and of the effective relationships between managers and employees, between work mates, and also with the people outside the organization.

scholarly journals Knowledge of the Corporate Social Responsibility Concept as a Part of the Intellectual Capital of Small and Medium-sized Organizations from the Perspective of Lifelong Learning

2021 ◽  
Vol 12 (6) ◽  
pp. 1330-1338
Author(s):  
Dana Bernardová, Martin Fink, Tetiana Arkhangelska
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Lifelong Learning ◽  
Tacit Knowledge ◽  
Intellectual Capital ◽  
Explicit Knowledge ◽  
Corporate Social

The concept of corporate social responsibility (CSR) can be understood as a part of the intellectual capital (IC) of organizations, as a set of tacit knowledge of CSR holders transferred into the form of explicit knowledge recorded in the documents of organizations. The aim of this study, in terms of lifelong learning, is to determine whether CSR is a part of the IC, whether the knowledge of the CSR concept is of a tacit or explicit nature and to what extent the potential of such knowledge is used by small and medium-sized organizations (SMEs). The presented data are a selection taken from 3 studies carried out by the authors in 2014-2019. The study was conducted in the Olomouc region, SMEs were the respondents, and the content of the study referred to CSR. The data show that a tacit form of knowledge of the CSR concept prevails.

Incentives for Shared Services: Multiserver Queueing Systems with Priorities

2021 ◽  
Author(s):  
Hanlin Liu ◽  
Yimin Yu
Keyword(s):  
Cooperative Game ◽  
Cost Allocation ◽  
Service Providers ◽  
Queueing Systems ◽  
Service Level ◽  
Problem Definition ◽  
Shared Services ◽  
Scheduling Policy ◽  
Shared Service ◽  
Managerial Implications

Problem definition: We study shared service whereby multiple independent service providers collaborate by pooling their resources into a shared service center (SSC). The SSC deploys an optimal priority scheduling policy for their customers collectively by accounting for their individual waiting costs and service-level requirements. We model the SSC as a multiclass [Formula: see text] queueing system subject to service-level constraints. Academic/practical relevance: Shared services are increasingly popular among firms for saving operational costs and improving service quality. One key issue in fostering collaboration is the allocation of costs among different firms. Methodology: To incentivize collaboration, we investigate cost allocation rules for the SSC by applying concepts from cooperative game theory. Results: To empower our analysis, we show that a cooperative game with polymatroid optimization can be analyzed via simple auxiliary games. By exploiting the polymatroidal structures of the multiclass queueing systems, we show when the games possess a core allocation. We explore the extent to which our results remain valid for some general cases. Managerial implications: We provide operational insights and guidelines on how to allocate costs for the SSC under the multiserver queueing context with priorities.

Shared services: configurations, dynamics and performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Philipp Richter
Keyword(s):  
Performance Outcomes ◽  
Shared Services ◽  
Senior Executives ◽  
Content Type ◽  
Configurational Approach ◽  
Operational Capabilities ◽  
Shared Service ◽  
And Performance ◽  
Corporate Support ◽  
Practical Implications

PurposeThe purpose of this paper is to explore the configurations of shared service center (SSC) characteristics, their performance implications and the dynamics of SSC configurations during their implementation.Design/methodology/approachThis study uses the capability-based view and configurational approach to suggest a model that explains performance outcomes of shared service configurations. Survey data are analyzed with a cluster analysis to examine shared service configurations in distinct stages of implementation. Moreover, a lifecycle framework of shared service configurations is conceptualized.FindingsThis study considers shared service configurations as operational capabilities to run corporate support activities. The purpose is to examine the configurations of those capabilities, their performance implications and their dynamics during the shared service implementation.Practical implicationsThe findings help senior executives to effectively implement and transform shared services when deciding to renew corporates' support activities.Originality/valueThis study is one of the first that conceptually and empirically explores shared service configurations, performance and configurational dynamics.

Creation of the Training-Chart

2014 ◽  
Vol 5 (2) ◽  
pp. 1-18 ◽  
Author(s):  
Neetima Agarwal ◽  
Vandana Ahuja
Keyword(s):  
Cluster Analysis ◽  
Factor Analysis ◽  
Research Method ◽  
Holistic Approach ◽  
Skills Assessment ◽  
Exploratory Research ◽  
Training Activities ◽  
Cluster Profiles ◽  
Organizational Expectations ◽  
Different Levels

This paper aims to explain that it is vital for any organization to imbue employee skills assessment before tailoring any training program and has further accelerated the genesis of the ‘Training-Chart' which is an indicator of both employee skills and organizational expectations .Exploratory research method is used for this study and Employability Skill Framework is developed using Factor analysis. The Employee skill set is further subjected to K-means cluster analysis where every cluster profile extracted represents the detailed summary of the employees in the cluster, in the context of their expertise in the present jobs. Based on these cluster profiles and their implications, 78 respondents have categorised the utility and essentiality of different skill segments on three different levels of organization. This paper is aimed to provide a holistic approach to make the training activities more effective.

Participative change toward digitalized, customer-oriented continuous improvements within a municipality

2018 ◽  
Vol 31 (3) ◽  
pp. 728-748 ◽  
Author(s):  
Marianne Gravesteijn ◽  
Celeste P.M. Wilderom
Keyword(s):  
Daily Basis ◽  
Learning Culture ◽  
Fourth Generation ◽  
Shared Services ◽  
Content Type ◽  
Service Unit ◽  
Public Sector Organization ◽  
Internal Customers ◽  
Shared Service ◽  
Managerial Employees

Purpose The purpose of this paper is to illustrate how a newly constructed organization behavioral lens for participative action research (PAR) may aid a public-sector organization in successfully digitalizing its internal shared services. In addition, the intervention is aimed at fostering a continuously improving type of learning culture on the workfloor of a new service unit. Design/methodology/approach In a large Dutch municipality, the installation of a new digitalized process of offering internal services was studied. A PAR method, the so-called Fourth Generation Evaluation, was used on seven internal actor groups. This method enables various intra-organizational actors to reflect collectively on the ongoing change progress. Their explicit views on the change were communicated to all actors and the change agents. Findings The study describes the attempt of establishing a continuously improving learning culture during an internal digitalization process: substantial participation of the non-managerial employees was enabled. The paper highlights the practical value of the internal digitalization approach used, and concludes with four change process lessons learnt for those wanting to initiate a continuously improving culture on the workfloor. Research limitations/implications Even though the findings are based on one case, they may be of interest to other public/private organizations aiming to establish a continuously improving culture within workfloor units that interact, on a daily basis, with (internal) customers. Originality/value The paper offers a theoretical framework and a matching practical approach to the process of creating an internal shared service unit that aims to evolve further into a customer-oriented, continuously improving culture.

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