scholarly journals Understanding shared services (Article 1 of 3)

2006 ◽  
Vol 6 (1) ◽  
Author(s):  
T. N. Van der Linde ◽  
A. L. Boessenkool ◽  
C. J. Jooste
Keyword(s):  
Business Model ◽  
Cost Savings ◽  
Business Environment ◽  
Primary Objective ◽  
Successful Implementation ◽  
Shared Services ◽  
Literature Study ◽  
Efficiency And Effectiveness ◽  
Enhance Efficiency ◽  
Viable Business

Purpose: Shared services is a viable business model that can be used by organisations to reduce costs and enhance efficiency and effectiveness in the organisation. The purpose of this trilogy of articles is to introduce shared services as a business model, and how to efficiently and effectively manage a shared services business unit. The purpose of the first article in the trilogy, introduces shared services as a business model, defines what shared services is, the transformation required to successfully implement a shared services business model, as well as the benefits that can be derived from implementing a shared services business model. Methodology: A comprehensive literature study was conducted in order to: - Define and describe shared services as a business model, - Compare shared services with centralisation and de-centralisation, - Determine and describe the transformation required to successfully implement shared services. Findings: In the article, a framework is generated to help organisations understand the business concept of shared services. This work has further potential: when applied correctly, there are both tangible and intangible benefits that can be accrued above cost savings. Implications: The findings of this article are important for organisations that are in the process of implementing or have implemented shared services, as it will assist the organisation in determining if shared services is the correct business model for them to implement. Value: This article provides an understanding of shared services and the business environment required to successfully implement a shared services business model. Value created by a shared services business model is further enhanced once the organisation has embarked on the successful implementation of a shared services business model, which is the primary objective of the second article, Implementation and continuous evolution in shared services.

scholarly journals Shared services - Implementation and continuous evolution (Article 2 of 3)

2006 ◽  
Vol 6 (1) ◽  
Author(s):  
T. N. Van der Linde ◽  
A. L. Boessenkool ◽  
C. J. Jooste
Keyword(s):  
Business Model ◽  
Implementation Process ◽  
Business Environment ◽  
Successful Implementation ◽  
Shared Services ◽  
Business Unit ◽  
Literature Study ◽  
Continuous Evolution ◽  
Effectiveness And Efficiency ◽  
Services Implementation

Purpose: Now that an organisation understands the concept of shared services (Article 1), it needs to implement shared services as a business model. The purpose of this second article in the trilogy is to describe the phases during the implementation process, as well as the various models through which a shared services business unit will evolve to continuously add value to the organisation. Methodology: A comprehensive literature study was conducted in order to: - Determine the steps in implementing a shared services business model, - Determine the various models associated with a shared services business unit, - Determine how the continuous evolution of shared services results in moving from one shared services model to the next shared services model. Findings: In this article, a framework is generated to help organisations understand the various phases and steps it needs to go through to successfully implement a shared services business unit. This work has further potential: when applied correctly, organisations will provide a business environment where effectiveness and efficiency is a given. Implications: This article presents the context for organisations to implement a shared services business model and to continuously evolve from one shared services business model to the other to create value for the organisation. The findings are important for organisations that are in the process of implementing or have implemented shared services, as they can easily stagnate and fall into the trap of centralisation. Value: This article provides an understanding of what is required for the successful implementation of shared services. This value is further enhanced through continuous evolution from a basic shared services business model to the virtual shared services business model and beyond.

scholarly journals Key success factors for the management of a shared services business unit (Article 3 of 3)

2006 ◽  
Vol 6 (1) ◽  
Author(s):  
T. N. Van der Linde ◽  
A. L. Boessenkool ◽  
C. J. Jooste
Keyword(s):  
Business Model ◽  
Success Factors ◽  
Shared Services ◽  
Business Unit ◽  
Key Factors ◽  
Literature Study ◽  
Key Success Factors ◽  
Business Units ◽  
Virtual Organisation ◽  
Brick And Mortar

Purpose: The first and second articles in the trilogy introduced shared services as a business model and the various models through which a shared services business can and must evolve to create value. The purpose of this third and final article in the trilogy of articles is to identify the key success factors required to successfully manage a shared services business unit. Methodology: A comprehensive literature study was conducted in order to identify the key success factors required to successfully manage a shared services business unit. This was followed up with an empirical study to determine if organisations that have implemented shared services as a business model are using any of these identified factors to successfully manage their respective shared services business units. Findings: In the article, a framework is generated to help organisations understand the key success factors required to successfully manage a shared services business unit. This work has further potential in that the key factors required can also be used not only in the normal brick and mortar organisations, but also in virtual organisations. Implications: This article presents a comprehensive approach to understand the key success factors required to manage a shared services business unit. These findings are important as they can be applied to a conventional organisation as well as a virtual organisation. Value: This article provides an understanding of the key success factors required to manage a shared services business model. When these key success factors are used as a basis for the management of a shared services business unit, it will continuously create value for the organisation.

Governance and Design Issues of Shared Service Centers

2011 ◽  
pp. 889-895
Author(s):  
M. Janssen
Keyword(s):  
Business Model ◽  
Cost Savings ◽  
Theoretical Background ◽  
Open Market ◽  
Critical Research ◽  
Research Issues ◽  
Service Levels ◽  
Efficiency And Effectiveness ◽  
Shared Service ◽  
Expected Benefits

In the current economic climate, public administrations are looking for ways to improve their service provision and to increase their efficiency. A great long-term public sector concern is the need for restructuring structures and processes to improve efficiency and effectiveness (Beynon-Davies & Williams, 2003). Shared service centers (SSCs) are gaining importance in public administration as a means to innovate, reduce costs, and increase service levels (Janssen & Joha, 2004b). The SSC is a business model in which selected functions are concentrated into a semi-autonomous business unit with management structures that promote efficiency, value generation, and cost savings in a manner akin to companies competing in an open market (Bergeron, 2002). By unbundling and centralizing activities, the basic premise for a SSC seems to be that services provided by one department or agency can be provided to others with relatively few efforts. Within public agencies there is a debate about which kind of services are suitable to share, how to obtain the expected benefits and how to organize SSCs. Currently, SSC implementations include several, relatively easy-to-standardize, functions like the concentration of administrative processes for handling human resources and procurement for all ministries, and the maintenance and control of information systems of several local agencies in a SSC (e.g., http://www.sharedservicesbijdeoverheid.nl/). Clearly, there is no one-size-fits-all business model that incorporates all benefits and has no negative aspects. The goal of this research is to explore the concept of shared service centers and to present an overview of critical research issues with respect to its governance and design. The structure of the article is as follows. In the following section, we discuss the theoretical background. Thereafter we present the main drivers for shared service centers. Section four provides an overview of the critical research issues and in section five we present future trends. Finally in section six, conclusions are drawn.

A New ICT based Business Model for Tourism Industry for the Maharashtra and Goa States of India

2015 ◽  
Vol 8 (1) ◽  
Author(s):  
K. B. Mahajan ◽  
A. S. Patil ◽  
R. H. Gupta ◽  
B. V. Pawar
Keyword(s):  
Business Model ◽  
Business Environment ◽  
Tourism Industry ◽  
Service Industries ◽  
Economic Sectors ◽  
Efficiency And Effectiveness ◽  
New Business ◽  
Market Needs ◽  
The One ◽  
The Cost

Tourism is the act of travel for the purpose of recreation. It is an industry of moving, housing and entertaining people. It is one of the worlds largest service industries and fastest growing economic sectors in terms of generating gross revenue as well as earning of foreign exchange. Nowadays the Internet and the developments in ICTs have revolutionized the entire tourism industry all over the world. It provides new tools and enables new distribution channels to create a new business environment. In order to increase the efficiency and effectiveness of transactions, to reduce the cost of transactions and to provide the one stop services to the customers, tourism market needs a new ICT based business model to grow tourism industry in the states of Maharashtra and Goa. In this paper we propose a new ICT based tourism business model that includes the modern tools of ICT which affects the tourism business as a whole.

scholarly journals Digital Addiction: Systematic Review of Computer Game Addiction Impact on Adolescent Physical Health

Electronics ◽  
2021 ◽  
Vol 10 (9) ◽  
pp. 996
Author(s):  
Norshakirah Aziz ◽  
Md Jan Nordin ◽  
Said Jadid Abdulkadir ◽  
Muhammad Muhaimin M. Salih
Keyword(s):  
Physical Health ◽  
Computer Games ◽  
Relevant Literature ◽  
Primary Objective ◽  
Extensive Literature ◽  
Literature Study ◽  
Computer Gaming ◽  
Digital Addiction ◽  
The Impact ◽  
Malaysian Adolescents

The advancement of technology has enabled powerful microprocessors to render high-quality graphics for computer gaming. Despite being intended for leisure purposes, several components of the games alongside the gamer’s environmental factors have resulted in digital addiction (DA) towards computer games such as massively multiplayer online games (MMOG). Excessive gaming among adolescents has various negative impacts on an individual. However, only a few researchers have addressed the impact of DA on physical health. Thus, the primary objective of this research is to study the impact of DA on physical health among Malaysian adolescents. This study focuses on Malaysian adolescents of ages 12–18 years old who are addicted to computer games, specifically the MMOG. The methodology used for the study involves focus group discussions (FGD) and extensive literature study. The FGD sessions have involved both medical experts and game experts. The outcome of FGD discussion is recorded and justified with the existing relevant literature from high-impact journals, theses, conferences, books, and reports. This paper provides evidence of five physical health impacts of DA associated with adolescents. The factors of DA, the addiction components existing in MMOG computer games, and the DA health risk assessment are presented in the results section. Based on the study, it is concluded that DA among Malaysian adolescents can cause various impacts on physical health such as obesity, back pain, and neck pain, orthopaedic/joint muscle, eyesight problem, hearing problem, as well as physical inactivity.

A Decision-Making Framework for Inventory Positioning in an Omnichannel Business Environment

2019 ◽  
Vol 12 (1) ◽  
pp. 81-94 ◽  
Author(s):  
Albert Wee Kwan Tan ◽  
David Gligor
Keyword(s):  
Decision Making ◽  
Business Model ◽  
Business Environment ◽  
Shopping Experience ◽  
Decision Making Framework ◽  
Customer Orders

Omnichannel is an evolving business model that has been gaining increased popularity among retailers. This business model allows firms to use a variety of channels to interact with their customers and fulfill their orders. Customers can order online and pick up later in the store, or they can choose to have the products delivered from a nearby store. Due to the complexity of fulfilling customer orders via omnichannel models, positioning inventory is a key challenge in supporting this type of business model. This article presents a framework for assisting companies in deciding under what condition to centralize or decentralize their inventory to fulfill customer orders without disrupting the shopping experience.

scholarly journals 1787. The Effects of a Systemwide Diagnostic Stewardship Change on West Nile Virus Disease Ordering Practices

2019 ◽  
Vol 6 (Supplement_2) ◽  
pp. S658-S658
Author(s):  
Andrew H Karaba ◽  
Paul W Blair ◽  
Kevin M Martin ◽  
Mustapha O Saheed ◽  
Karen C Carroll ◽  
...  
Keyword(s):  
West Nile Virus ◽  
Virus Disease ◽  
Case Fatality ◽  
Cost Savings ◽  
Primary Objective ◽  
Neurological Deficits ◽  
West Nile ◽  
Hospital System ◽  
Elisa Testing ◽  
Before And After

Abstract Background Neuroinvasive West Nile Virus (WNV) often leads to prolonged neurological deficits and carries a high case fatality rate. The CSF IgM (MAC-ELISA) is preferred over the CSF nucleic acid-based test (NAAT) by the CDC due to its higher sensitivity. However, our hospital system was observed to have an over-utilization of NAAT testing compared with MAC-ELISA testing. The primary objective was to compare the number of MAC-ELISA and NAAT WNV tests ordered before and after a diagnostic stewardship intervention. The secondary objectives were to determine whether this change to lead to any cost savings and increased detection of probable cases of WNV-ND. Methods In an effort to increase the use of the MAC-ELISA and to decrease unnecessary NAAT testing, the NAAT test was removed in April 2018 from the test menu in the electronic health record of a health system comprising five hospitals in the Maryland and Washington, D.C. area. NAAT testing remained possible via a paper order form. This study was a retrospective review of WNV testing done on CSF samples from July 2016 through December 2018. The seasonal and yearly number of total tests, positive tests, and total costs were determined from the period of July, 2017 to April, 2018 and were compared with May, 2018 to January, 2019. A paired t-test was performed to evaluate for differences in total testing, total positives, and total costs during non-winter months before and after the intervention. Results A total of 12.59 MAC-ELISA tests/month (95% CI: 10.29, 14.89) increased to 41 tests/month (95% CI: 34.35, 47.65) which was significantly different (P < 0.001). In contrast, there were 46.23 NAAT tests/month (95% CI: 39.55, 52.91) which decreased to 0 NAAT tests/month after the intervention (P < 0.001). This resulted in an average decrease in WNV test spending from $7200 per month to $471 per month (P < 0.001). Preceding the intervention in test ordering, 0.23% of WNV CSF tests were positive (NAAT+MAC-ELISA) while 2.44% WNV CSF tests were positive after the intervention (P = 0.03). Conclusion Elimination of electronic WNV NAAT ordering is an effective way of decreasing inappropriate WNV NAAT testing, decreasing associated costs, and may lead to improved diagnosis of WNV-ND. Disclosures All authors: No reported disclosures.

Clinical and Cost Comparison Evaluation of Inpatient Versus Outpatient Administration of EPOCH-Containing Regimens in Non-Hodgkin Lymphoma

2016 ◽  
Vol 30 (4) ◽  
pp. 400-405 ◽  
Author(s):  
Sarah S. Evans ◽  
Arpita S. Gandhi ◽  
Amber B. Clemmons ◽  
David L. DeRemer
Keyword(s):  
Chart Review ◽  
Hospital Admissions ◽  
Antiviral Agents ◽  
Cost Savings ◽  
Outpatient Setting ◽  
Primary Objective ◽  
Cost Comparison ◽  
Non Hodgkin Lymphoma ◽  
Institutional Review ◽  
Stimulating Factor

Background: Etoposide, prednisone, vincristine, cyclophosphamide, doxorubicin (EPOCH)-containing regimens are frequently utilized in non-Hodgkin’s lymphoma, however, the incidence of febrile neutropenia (FN) in patients receiving inpatient versus outpatient EPOCH has not been described. Additionally, no comparisons have been made regarding financial implications of EPOCH administration in either setting. This study’s primary objective was to compare hospital admissions for FN in patients receiving inpatient or outpatient EPOCH. Methods: A single-center, institutional review board-approved review was conducted for adults receiving EPOCH beginning January 2010. Clinical and financial data were collected through chart review and the institution’s financial department. Descriptive statistics were utilized for analysis. Results: A total of 25 patients received 86 cycles of an EPOCH-containing regimen (61 [70.9%] inpatient). Five (8.2%) inpatient cycles resulted in an admission for FN compared to 4 (16%) outpatient cycles. Prophylactic antifungal and antiviral agents were prescribed more often after inpatient cycles (>80%) compared to outpatient cycles (<50%). Overall, 27 (31.4%) of 86 cycles did not receive granulocyte colony-stimulating factor support. Outpatient EPOCH administration was associated with a cost savings of approximately US$141 116 for both chemotherapy costs and hospital day avoidance. Conclusion: EPOCH-containing regimens can be safely administered in the outpatient setting, which may result in cost savings for healthcare institutions.

Factors influencing the shaping of shared services business models

2014 ◽  
Vol 7 (1) ◽  
pp. 47-65 ◽  
Author(s):  
Anton Joha ◽  
Marijn Janssen
Keyword(s):  
Business Model ◽  
Business Models ◽  
Customer Orientation ◽  
Governance Structure ◽  
Single Type ◽  
Shared Services ◽  
Unified Framework ◽  
Content Type ◽  
Factors Influencing ◽  
Governance Processes

Purpose – Shared services are often viewed as a single type of business model but in reality, shared services can be organized in different ways. The goal of this research is to understand the factors influencing the shaping of shared services business models. Design/methodology/approach – Inductive case oriented research is conducted by investigating three different types of shared services arrangements using Al-Debei and Avison's unified framework for business models. Findings – A total of 12 different factors were identified that influence the shape of shared services business models including the path dependency, legal/regulatory driver, customer orientation, target segment, strategic importance, ICT/business orientation, IT governance structure, change strategy, degree of outsourcing, integration potential, economic rationale and the business value. Research limitations/implications – The level of customization and standardization can influence the potential benefits that can be gained from bundling services and it is important to understand the factors that influence this dimension. Practical implications – The appropriate configuration of these factors can be helpful to design shared services arrangements with a balanced degree of standardization and customization. The choices regarding the configuration of these factors could result in a more or less effective functioning business model and could influence the governance processes and mechanisms that need to be put in place. Originality/value – There is no prior research that addresses the shared services business model from a holistic perspective and this research provides a first conceptual model for shared services business models.

A bibliometric review of International Marketing Review (IMR): past, present, and future

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Naveen Donthu ◽  
Satish Kumar ◽  
Debidutta Pattnaik ◽  
Neeraj Pandey
Keyword(s):  
Export Performance ◽  
Objective Assessment ◽  
International Marketing ◽  
Business Environment ◽  
Primary Objective ◽  
Global Business ◽  
Content Type ◽  
Bibliographic Data ◽  
Bibliometric Review

PurposeThe primary objective of this endeavour is to form a retrospective overview of the International Marketing Review (IMR) and map its way forward.Design/methodology/approachA range of bibliometric techniques has been employed to analyse the performance of IMR and its stakeholders, map the evolution of its thematic and intellectual structures and analyse the factors driving IMR's academic influence and impactFindingsIMR's academic contributions, influence and impact have grown progressively. The thematic structure of the journal has evolved into six clusters. Simultaneously, its research fronts have submerged to six bibliographic clusters, noted as marketing channels, cross-cultural impact on emerging markets, export performance, country of origin (COO), online consumers and global business environment. Among these, the first four are still evolving, suggesting scope for future submissions.Research limitations/implicationsThe limitation of this endeavour largely arises from its selection of bibliographic data being confined to Scopus.Originality/valueTo the best of the authors’ knowledge, this is the first objective assessment of the journal, useful to its authors, readers, reviewers and editorial board.

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