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Journal articles on the topic 'Shared services'

Author: Grafiati

Published: 4 June 2021

Last updated: 28 July 2024

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1

Hayes, Derren. "SHARED SERVICES." Children and Young People Now 2020, no. 1 (January 2, 2020): 29–32. http://dx.doi.org/10.12968/cypn.2020.1.29.

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Fresh evidence suggests collaboration is helping local authorities to find a wider range of care options for vulnerable children and introduce a greater array of good practice approaches to improve outcomes

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Miskon, Suraya, Wasana Bandara, Erwin Fielt, and Guy Gable. "Understanding Shared Services." International Journal of E-Services and Mobile Applications 2, no. 4 (October 2010): 60–75. http://dx.doi.org/10.4018/jesma.2010100105.

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In a competitive environment, companies continuously innovate to offer superior services at lower costs. ‘Shared Services’ have been extensively adopted in practice as a means for improving organizational performance. Shared Services are considered most appropriate for support functions and are widely adopted in human resource management, finance and accounting, and more recently employed as an information systems (IS) function. As computer-based corporate information systems have become de facto and the backbone of administrative systems, the technical impediments to sharing have come down dramatically. As this trend continues, CIOs and IT professionals need a deeper understanding of the Shared Services phenomenon. Yet, analysis of IS academic literature reveals that Shared Services, though mentioned in more than 100 articles, has received little in depth attention. This paper investigates the current status of Shared Services in IS literature. The authors present a detailed review of literature from main IS journals and conferences. The paper concludes with a tentative operational definition, a list of perceived main objectives of Shared Services, and an agenda for related future research.

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Kastberg, Gustaf. "Framing shared services." Critical Perspectives on Accounting 25, no. 8 (December 2014): 743–56. http://dx.doi.org/10.1016/j.cpa.2014.01.002.

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4

Miller, Jeff. "Shared Services Schools." NASSP Bulletin 75, no. 536 (September 1991): 153–54. http://dx.doi.org/10.1177/019263659107553627.

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5

Wang, Shouhong, and Hai Wang. "Shared Services Management." International Journal of Information Systems in the Service Sector 7, no. 2 (April 2015): 37–53. http://dx.doi.org/10.4018/ijisss.2015040103.

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The cloud computing technology has accelerated shared services in the government and private sectors. This paper proposes a research framework of critical success factors of shared services in the aspects of strategy identification, collaborative partnership networking, optimal shared services process re-designing, and new policies and regulations. A survey has been employed to test the hypotheses. The test results indicate that clear vision of strategies of shared services, long term business relationships among shared services partners, business process re-design, human resource structure re-design, effective governance and service center for shared services, effective cost distribution scheme, and ethical code and access control for shared services significantly positively contribute to the success of shared services.

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Ulrich, Dave, and Joe Grochowski. "From shared services to professional services." Strategic HR Review 11, no. 3 (April 13, 2012): 136–42. http://dx.doi.org/10.1108/14754391211216850.

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Cram, Colin M. "Shared services: delivering success." Insights: the UKSG journal 25, no. 1 (March 1, 2012): 23–27. http://dx.doi.org/10.1629/2048-7754.25.1.23.

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Klimkeit, Dirk. "Shared Services weltweit integriert." Der Betriebswirt: Volume 60, Issue 2 60, no. 2 (June 1, 2019): 24–28. http://dx.doi.org/10.3790/dbw.60.2.24.

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The Global Business Services Model is often suggested for organizing the shared service centers of a company. An explorative study on the GBS model in practice is conducted in four companies. It shows many benefits, but also challenges, for which, however, companies have found solutions. While the overall assessment of the GBS model is positive, there are circumstances under which it is recommended.

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Sako, Mari. "Outsourcing versus shared services." Communications of the ACM 53, no. 7 (July 2010): 27–29. http://dx.doi.org/10.1145/1785414.1785427.

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Fries, Andreas, and Simon Noldus. "Shared Services Trends 2020." Controlling & Management Review 60, S3 (November 2016): 46–53. http://dx.doi.org/10.1007/s12176-016-0083-y.

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Płoneczka, Karolina. "OUTSOURCING VS. SHARED SERVICES MODEL." Ekonomia XXI Wieku, no. 16 (2017): 77–86. http://dx.doi.org/10.15611/e21.2017.4.06.

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O'Regan, Carmel. "Timetabling: a shared services model." Journal of Higher Education Policy and Management 34, no. 3 (June 2012): 273–84. http://dx.doi.org/10.1080/1360080x.2012.678734.

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13

Boglind, Anders, Freddy Hällstén, and Per Thilander. "HR transformation and shared services." Personnel Review 40, no. 5 (August 2, 2011): 570–88. http://dx.doi.org/10.1108/00483481111154441.

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Dornbusch, Daniel. "Creating Value in Shared Services." Controlling & Management Review 60, S3 (November 2016): 54–59. http://dx.doi.org/10.1007/s12176-016-0081-0.

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Weiser, Christoph, Lukas Balser, and Mark Wappler. "Controlling von Shared Services Centern." Controlling & Management 53, no. 3 (June 2009): 187–92. http://dx.doi.org/10.1007/s12176-009-0058-3.

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16

Lloyd, Greg. "Shared services – shared necessity: Austerity, reformed local government and reduced budgets." Administration 63, no. 3 (December 1, 2015): 27–40. http://dx.doi.org/10.1515/admin-2015-0019.

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Abstract Shared services are now established as a core delivery model in local and regional governance arrangements. Shared services have emerged as a ‘common sense’ delivery vehicle with attendant efficiency and effectiveness gains. There is, however, a more complex intellectual provenance to a reliance on shared services. In essence, shared services are the logical outcome of the deliberate turn to neo-liberal thinking and the various iterations of the new public managerialism methodology which has progressively established itself in local and regional governance over the past thirty years or so. This paper explores the neo-liberal provenance of shared services and considers the consequential vulnerabilities to austerity, administrative reform and reduced public sector budgets. The central proposition of the paper is that while neo-liberal ideas have created the justification for shared services, this has embedded a set of systemic tensions in the delivery model.

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Buus, Tomáš. "Sharing Cost of Shared Services Centre." European Financial and Accounting Journal 6, no. 4 (December 1, 2011): 49–59. http://dx.doi.org/10.18267/j.efaj.19.

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Carrizales, Tony J., James Melitski, and Richard W. Schwester. "Targeting Opportunities for Shared Police Services." Public Performance & Management Review 34, no. 2 (December 1, 2010): 251–67. http://dx.doi.org/10.2753/pmr1530-9576340206.

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Sadowska, Mariola, Colette Burgess, Latreece Nance, and Joseph Bryant. "220 The Translational Laboratory Shared Services." JAIDS Journal of Acquired Immune Deficiency Syndromes 51 (June 2009): 1. http://dx.doi.org/10.1097/01.qai.0000351176.64090.c0.

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Mergy, Lee, and Paul Records. "Unlocking shareholder value from shared services." Strategy & Leadership 29, no. 3 (June 2001): 19–23. http://dx.doi.org/10.1108/10878570110396112.

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Ko, Eunjeong, Hyungjoo Kim, and Jinwoo Lee. "Survey Data Analysis on Intention to Use Shared Mobility Services." Journal of Advanced Transportation 2021 (April 7, 2021): 1–10. http://dx.doi.org/10.1155/2021/5585542.

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Shared mobility is a service that allows users to share various transportation modes and use them with reservations when necessary. It started with private automotive car-sharing and ride-sharing services. Currently, it operates on a wider range, including personal mobility devices such as electric bicycles and scooters. The purpose of this study is to derive a direction for providing future shared mobility services through analysis of factors affecting the usage intention of both current and prospective users. The survey targets 753 citizens living in Gyeonggi Province, Korea. The survey period is from February 12, 2020, to February 26, 2020. In this study, a logistic regression analysis is conducted to investigate the factors affecting the use intention of shared mobility. The analysis results show that gender, car ownership, and education, among variables reflecting socio-demographic characteristics, have significant effects on intention to use shared mobility. Moreover, we find that experience factors, including mainly used transportation modes, ownership of shared mobility device, past experience in similar services, satisfaction of existing shared mobility services, and distance from the home to the nearest bus stop, are also statistically influential. The analysis results are expected to lay the foundation for the introduction of shared mobility services and can be used as data for planning smart mobility services in the future.

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Gilibert, Mireia, and Imma Ribas. "Synergies between app-based car-related Shared Mobility Services for the development of more profitable business models." Journal of Industrial Engineering and Management 12, no. 3 (November 18, 2019): 405. http://dx.doi.org/10.3926/jiem.2930.

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Purpose: Emerging shared mobility services are an opportunity for cities to reduce the number of car single trips to both improve traffic congestion and the environment. Users of shared mobility services, such as carsharing, ridesharing and singular and shared ride-hailing services, often need to be customers of more than one service to cover all their transport needs, since few mobility providers offer more than one of these services from a single platform. On the other hand, providers offering these services separately do not optimize costly resources and activities, such as the vehicles or the technology. Hence, the aim of this paper is to find synergies between the different app-based car-related shared mobility services that foster the development of new business models, to increase the profitability of these services.Design/methodology/approach: The research approach is built on the literature of car-related shared mobility services business models, supported by the review of certain outstanding services websites, and face-to-face interviews with users and drivers of these transport services. The analysis is presented by means of the Business Model Canvas methodology.Findings: Based on the synergies found, this paper suggests a few different approaches for services to share some resources and activities.Originality/value: This study identifies the common features of carsharing, ridesharing and singular and shared ride-hailing services to develop more profitable business models, based on providing the services in aggregated form, or outsourcing activities and resources. In addition, the implications of these proposals are discussed as advantages and drawbacks from a business perspective.

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23

Yang, Ying, Wenqin Cui, and Jinfang He. "An Empirical Analysis of the Correlation between Listed Companies’ Financial Shared Services and Corporate Innovation Performance: Based on the Empirical Data of A-Share Listed Companies." Mathematical Problems in Engineering 2022 (March 2, 2022): 1–7. http://dx.doi.org/10.1155/2022/8037582.

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With the rapid development of information technology, the financial sharing service is a new type of financial management that saves human capital, changes management concepts, improves management efficiency, and improves the internal control environment by centralizing the simple and repetitive work of enterprises. Financial shared services will strengthen the innovation capabilities of enterprises in terms of financial personnel, management personnel, and internal control environment. Therefore, in order to explore whether the new management model of financial shared services can bring about an improvement in the level of corporate innovation, this article starts from the perspective of financial shared services, takes A-share listed companies as the research sample, and uses the DID regression model to empirically analyze the relationship between financial shared services and the correlation between corporate innovation performance. The results of the research show that implementing financial sharing service can significantly improve enterprise innovation performance.

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Arbatskaya, E. V., L. V. Khoreva, and V. V. Shcherbakov. "Shared Use of Digital Logistics Services by Consumers and Manufacturers of Tourist Services." Economics and Management 26, no. 3 (May 12, 2020): 255–63. http://dx.doi.org/10.35854/1998-1627-2020-3-255-263.

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The presented study examines the major directions for the application of digital technologies in tourism with an emphasis on the efficiency of digital technologies and digital logistics services; proposes a definition of digital logistics services in tourism; describes directions for the shared use of digital logistics services by tourists and business entities; systematizes the shared use of digital technologies; provides a model for the shared use of digital logistics services that outlines the relationships between the participants of the tourism market.Aim. The study aims to propose a conceptual model for the shared use of digital logistics services that would outline the relationships between all participants of the tourism market and to accentuate the benefits of the shared use of logistics services.Tasks. The authors examine the major directions for the application of digital technologies in tourism both for the firm and the destination; analyze approaches and propose a definition of digital logistics services in tourism; systematize directions for the application of modern digital technologies and services in tourism; substantiate the practicability of the shared use of digital logistics services by the consumers (tourists) and producers (enterprises in the hospitality industry) of tourism services; substantiate a conceptual model for the shared use of digital logistics services in tourism.Methods. This study uses analysis, systematization, and modeling to create a model for the shared use of digital logistics services.Results. Based on the conducted analysis of the application of digital technologies and logistics services in tourism, the authors propose a definition of digital logistics services in tourism premised on the general understanding of logistics as a set of services that ensure the continuity and consistency of processes to achieve the planned result using digital technologies to accomplish the logistics goal. The study systematizes the shared use of digital technologies and services in tourism, including for the management of tourist flows, and provides a model for the shared use of digital logistics services that outlines the relationships between the participants of the tourism market, directions for their interaction, the place of the logistics service, and the benefits of the shared use of digital logistics services for market harmonization.Conclusions. The digital transformation of logistics in tourism is a new form of communication between producers and consumers of tourism services, serving as a source of competitive advantages for tourism organizations and an efficient way of managing tourist flows. Competitive advantages will be gained by those tourism enterprises that will manage to implement the process of customization in their services in the best possible way, thus turning consumers from potential into real, loyal clients and ensuring long-term sustainability based on consistently high profitability, which is particularly important during a crisis. The formation of a new market for tourism services based on the digitalization of all processes is now viewed as an opportunity not only to preserve this type of economic activity, but also to develop it through new opportunities provided by digital technologies. Some of the specific features of the digital transformation of logistics in tourism include the existence of personified services and application of the proposed model for the shared use of digital logistics services. Their efficient application will make it possible to preserve the economically and socially important sphere of emotional acquaintance of consumers with the world’s cultural traditions and historical artifacts.

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Juracka, Denis, Katarina Valaskova, and Katarina Janoskova. "Sharing Economy as Unconventional Alternative to Traditional Transport Services." Management Dynamics in the Knowledge Economy 11, no. 4 (December 1, 2023): 338–51. http://dx.doi.org/10.2478/mdke-2023-0021.

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Abstract The sharing economy, as a developing business model, is becoming more and more popular. This phenomenon can be observed in many countries. The sharing economy, as a part of human life in its essence, has existed for a long time. In general, the sharing economy is considered an economic model where individuals or organizations share a certain type of property or, in this way, provide services for a financial reward. One of the most used sectors, where there is constant interest, is the shared transport of people, goods, and services. However, platforms operating in the shared transportation segment should be analysed from various points of view, such as their financial results and overall economic stability. The study is primarily focused on the sector of shared transport and transport services. The chief objective of the study was to demonstrate the impact of the COVID-19 pandemic on shared transport and transport services within the territory of the Slovak Republic. The analysis included ride-hailing platforms such as Bolt Services SK as well as food and dining delivery platforms such as Wolt Slovakia. Through appropriately chosen methods of financial and economic analysis, the situation of the platforms before and during the COVID-19 pandemic was determined. We also performed an analysis of the development of the number of cars and the related level of automobilization in the territory of the Slovak Republic, since the shared economy represents an alternative to conventional economic models.

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Miskon, Suraya, Wasana Bandara, Guy G. Gable, and Erwin Fielt. "Success Factors for ICT Shared Services in the Higher Education Sector." Journal of Information Technology Research 5, no. 3 (July 2012): 1–24. http://dx.doi.org/10.4018/jitr.2012070101.

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Shared services is a prominent organizational arrangement for organizations, in particular for support functions. The success (or failure) of shared services is a critical concern as the move to shared services can entail large scale investment and involve fundamental organizational change. The Higher Education (HE) sector is particularly well poised to benefit from shared services as there is a need to improve organizational performance and strong potential from sharing. Through a multiple case study of shared services experiences in HE, this study identifies ten important antecedents of shared services success: (1) Understanding of shared services; (2) Organizational environment; (3) Top management support; (4) IT environment; (5) Governance; (6) Process centric view; (7) Implementation strategy; (8) Project management; (9) Change management; and (10) Communication. The study then develops a preliminary model of shared services success that addresses the interdependencies between the success factors. As the first empirical success model for shared services, it provides valuable guidance to practice and future research.

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R. Winer, Charles, and Thomas W. Pavkov. "Human Services Information Technology: A Shared System." Informing Science: The International Journal of an Emerging Transdiscipline 6 (2003): 135–41. http://dx.doi.org/10.28945/521.

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Ali-Eldin, Amr. "Towards A Shared Public Electronic Services Framework." International Journal of Computer Applications 93, no. 14 (May 16, 2014): 48–52. http://dx.doi.org/10.5120/16287-6203.

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Aitken, Peter. "Aeromedical services in Australia: a vision shared." Medical Journal of Australia 211, no. 8 (October 2019): 348–49. http://dx.doi.org/10.5694/mja2.50364.

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30

Peters, Peter. "Standardisierung im Rechnungswesen – Leistungssprung durch Shared Services." Controlling & Management 50, S8 (July 2006): 94–100. http://dx.doi.org/10.1365/s12176-006-0606-z.

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Forster, Master Caroline, Thomas Oschlisniok, and Andreas Reimann. "Shared Services — Erfolgsfaktoren bei Aufbau und Betrieb." Controlling & Management Review 57, no. 8 (September 2013): 70–77. http://dx.doi.org/10.1365/s12176-013-0810-6.

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32

Forst, Leland I. "Ffulfilling the strategic promise of shared services." Strategy & Leadership 25, no. 1 (January 1997): 30–34. http://dx.doi.org/10.1108/eb054578.

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33

Kostami, Vasiliki, Dimitris Kostamis, and Serhan Ziya. "Pricing and Capacity Allocation for Shared Services." Manufacturing & Service Operations Management 19, no. 2 (May 2017): 230–45. http://dx.doi.org/10.1287/msom.2016.0606.

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34

Narayanan, Santhanakrishnan, Emmanouil Chaniotakis, and Constantinos Antoniou. "Shared autonomous vehicle services: A comprehensive review." Transportation Research Part C: Emerging Technologies 111 (February 2020): 255–93. http://dx.doi.org/10.1016/j.trc.2019.12.008.

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35

Steuer, Ricardo, and Sven Westeppe. "Mit Controlling Shared Services neue Wege gehen." Controlling & Management Review 59, no. 2 (March 28, 2015): 7–17. http://dx.doi.org/10.1007/s12176-015-0545-7.

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Aranda-Corral, Gonzalo A., Joaquín Borrego-Díaz, and Jesús Giráldez-Cru. "Agent-mediated shared conceptualizations in tagging services." Multimedia Tools and Applications 65, no. 1 (June 6, 2012): 5–28. http://dx.doi.org/10.1007/s11042-012-1146-5.

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37

McQuestin, Dana, and Joseph Drew. "Is a problem shared a problem halved? Shared services and municipal efficiency." Australian Journal of Public Administration 78, no. 2 (October 15, 2018): 265–80. http://dx.doi.org/10.1111/1467-8500.12349.

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Brown, Lesley. "Process improvement initiatives in Access Services: The shared benefits of shared work." Journal of Access Services 15, no. 2-3 (April 3, 2018): 89–105. http://dx.doi.org/10.1080/15367967.2018.1483198.

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39

Konduru, Srinivasa, and Bruce Bjornson. "Changing Factor Income Shares in Agri-Food Industries." Journal of Agricultural and Applied Economics 36, no. 3 (December 2004): 747–62. http://dx.doi.org/10.1017/s1074070800026997.

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A concern in the political economy is how national income is shared between labor and capital. This study evaluates long-term changes in factor income shares in three agri-food industries, their attribution to the level of factor usage or to factor compensation rates, and relation to changes in capital intensity and factor productivity. We find long-term stability in the profit and labor shares of farm income, decline in the profit share of agricultural services industry income, and increase in the profit share of food manufacturing income due to fewer productivity improvements being passed on to wage increases.

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40

Harbach, Robert L., and Patricia A. Markos. "Shared Functions Approach to Rehabilitation." Journal of Applied Rehabilitation Counseling 26, no. 3 (September 1, 1995): 3–5. http://dx.doi.org/10.1891/0047-2220.26.3.3.

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Workers' compensation is specialized insurance purchased by employers to provide services to injured workers or workers who acquire an occupational disease. Benefits to workers include medical care, disability compensation, and rehabilitation services. Across the nation compensation systems are experiencing tremendous difficulties, and the last few years have seen losses persistently run ahead of combined income received from premiums and investments. This article reports on a rehabilitation services delivery model developed and used by a private rehabilitation firm located in Las Vegas, Nevada.

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Wang, Shouhong, and Hai Wang. "Shared services beyond sourcing the back offices: Organizational design." Human Systems Management 26, no. 4 (December 20, 2007): 281–90. http://dx.doi.org/10.3233/hsm-2007-26405.

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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.

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Chaplia, Oleh, and Halyna Klym. "NODE.JS PROJECT ARCHITECTURE WITH SHARED DEPENDENCIES FOR MICROSERVICES." Measuring Equipment and Metrology 84, no. 3 (2023): 53–58. http://dx.doi.org/10.23939/istcmtm2023.03.053.

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Microservices is an architectural style in software development that involves constructing a big solution using small, self-contained services. A set of services are connected via well-defined APIs and work together like a coherent system. The application of microservices architecture spans a wide range of domains, e.g., healthcare, finance, government, military, gaming, and entertainment. This article analyzes existing project architecture approaches for Node.js, and improves scalable project architecture for Node.js using shared dependencies. The proposed project architecture with shared module dependencies is explicitly created for Node.js microservice. Also, the article shows the results obtained from a test project that was created based on the proposed architecture.

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Petrişor, Ioan, and Diana Cozmiuc. "Specific Business Models for Romanian Companies – Shared Services." JOURNAL OF INTERNATIONAL BUSINESS RESEARCH AND MARKETING 5, no. 5 (2020): 7–12. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.55.3001.

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Shared service centres have emerged since the 1990s and refer to a variety of functions: information technology, SAP support, accounting, payroll, management reporting, purchasing, call centres, helplines, market surveys via phone or the internet. Shared service units can be organized in several forms but are in each case, a particular value pattern distinct from the standard market price/ shareholder profit pattern. The purpose of this article is to analyze value patterns, and this article is part of broader research on value-based management. Shared service units can be organized according to the organizational design of the matrix organization, or according to the multidimensional organization. Shared service units may be charged via a transfer price system to the receiving corporate-related company. These are iterative activities, organized according to the activity-based costing logic. Alternatively, shared services can refer to more complex functions that provide service to corporate functions. They can be organized according to the multidimensional organization logic as allocations to the operating units. The value proposition of shared service units differs from market price and profit-driven financial statements. Shared service units require low personnel cost and stability, both of which indicate to Romania as a favourable location. These are the two arguments in favour of shared services as a specific model for Romanian companies, a country in which we find evidence shared services have been set up in the past ten years as parts of corporations.

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Shanmugavel, Lakhminarayanan, and Chandrasekar Parsuvanathan. "Service Quality Assessment of Sharedautorickshaws Using Subsets-Based Confirmatory Factor Analysis." Civil and Environmental Engineering 20, no. 1 (June 1, 2024): 148–63. http://dx.doi.org/10.2478/cee-2024-0013.

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Abstract Shared mobility is changing urban transportation in India by providing transportation services without the need for ownership. Sharedautorickshaws (also called as share-autos) are a popular mode of shared mobility in the country. These informal vehicles can hold six to ten passengers and operate on a hail-to-board basis. It is important to evaluate the service quality of share-autos as they gain popularity. While research on passenger satisfaction with shared mobility services exists, studies on service quality perception related to share-autos are limited. To address this research gap, a survey was conducted with 581 shareauto users in India. The study created a Confirmatory Factor Analysisbased model with five latent variables and 22 manifest variables. The results revealed that 18 variables significantly influenced service quality. Variables that had weaker factor loading in the overall analysis were found more important when analysed for different subsets of the sample population. For instance, female-only or low-income-group respondents may prioritize different factors than the overall sample, and the ranking of factor loading changes across the subsets. The study shows that subset-based analysis can provide a more nuanced understanding of the passenger experience in share-autos, identifying potential opportunities to improve the quality of these services.

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Kennewell, Suzanne, and Laura Baker. "Benefits and risks of shared services in healthcare." Journal of Health Organization and Management 30, no. 3 (May 16, 2016): 441–56. http://dx.doi.org/10.1108/jhom-03-2014-0044.

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Purpose – The purpose of this paper is to explore the experiences of staff in a large, public health service involved in transitioning support services to a shared services model. It aims to understand their perceptions of the benefits and risks arising from this change. Design/methodology/approach – Thematic analysis of qualitative data from semi-structured interviews with both service provider and customer agency staff was used to identify, analyze and report patterns of benefits and risks within data. Findings – Staff expressed the need for relevant subject-matter-experts to work within customer agencies to facilitate effective communication between the customer agency and shared services provider, reflecting observations found in out-sourcing literature. Research limitations/implications – Results point to significant challenges continuing to occur for shared services in healthcare. Risks identified suggest a more intimate relationship between clinical and support services than previously discussed. Originality/value – Previous discussion of the shared services model has not considered the skills, knowledge and ability required by staff in the customer agency. This research indicates that in the absence of such consideration, the concepts of the shared services model are weakened.

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46

Julizhar, Dirga Adi. "Faktor yang Mempengaruhi Efektivitas Organisasi dalam Penerapan Shared Services Pada Holding Company: Studi Kasus di PT XYZ." Syntax Literate ; Jurnal Ilmiah Indonesia 9, no. 5 (May 19, 2024): 3036–51. http://dx.doi.org/10.36418/syntax-literate.v9i5.15864.

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Penelitian ini membahas mengenai Faktor yang Mempengaruhi Efektivitas Organisasi Dalam Penerapan Shared services Pada Holding Company dengan mengambil Studi Kasus di PT XYZ Metode Penelitian yang digunakan dalam penelitian ini adalah metode kualitatif melalui wawancara dengan teknik purposive sampling. Responden dalam penelitian ini adalah karyawan tetap di PT Jasa Marga (Persero) Tbk yang berada pada unit kerja pemberi jasa Layanan Bersama (Shared Services) serta karyawan tetap yang ditugaskan sebagai jajaran manajemen dan pejabat struktural pada anak perusahaan selaku pengguna jasa Layanan Bersama (Shared Services). Jumlah karyawan yang akan dipilih sebagai responden adalah sebanyak + 6 orang, yaitu 2 orang Direksi anak perusahaan dan 2 orang karyawan penjabat General Manager / Department Head pada anak perusahaan selaku Pengguna Layanan Shared Services, 1 orang karyawan setingkat BOD-1 dan 1 orang karyawan setingkat BOD-2 pada Unit Kerja Penyedia Layanan Shared Services. Penelitian ini dilaksanakan pada Semester 1 dan Semester 2 Tahun 2023. Tujuan penelitian ini untuk mengetahui faktor-faktor apa saja yang mempengaruhi dan menghambat efektivitas organisasi bidang shared services di PT XYZ Hasil penelitian ini menyarankan agar dapat dibuat prosedur shared service yang lebih komprehensif serta pembentukan unit kerja khusus yang membidangi shared services.

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Joha, Anton, and Marijn Janssen. "Factors influencing the shaping of shared services business models." Strategic Outsourcing: An International Journal 7, no. 1 (February 11, 2014): 47–65. http://dx.doi.org/10.1108/so-10-2013-0018.

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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.

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Glowacki, Robert. "SYNERGY EFFECTS AND ACTIVITY OF SHARED SERVICES CENTERS." Zeszyty Naukowe Politechniki Częstochowskiej Zarządzanie 32, no. 1 (December 2018): 80–94. http://dx.doi.org/10.17512/znpcz.2018.4.08.

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Orvin, Muntahith Mehadil, Jashan Kaur Bachhal, and Mahmudur Rahman Fatmi. "Modeling the Demand for Shared E-Scooter Services." Transportation Research Record: Journal of the Transportation Research Board 2676, no. 3 (October 21, 2021): 429–42. http://dx.doi.org/10.1177/03611981211051620.

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This paper presents the findings on modeling the demand for shared e-scooter services (SES); specifically, spatio-temporal variation of SES demand. A zero-inflated negative binomial (ZINB) model is developed using the count data of trip origins at the dissemination area level from Kelowna, Canada. The motivation for adopting the ZINB model is the presence of excess zeros in the count data. ZINB has two components: the zero-inflated component accounts for excess zeros, and the count component accounts for the over-dispersion characteristics of data resulting from excess zeros. In addition to the ZINB, several other count models including hurdle models are estimated. The goodness-of-fit measures suggest that the ZINB model outperforms other methods. The model results confirm the effects of temporal, weather, transportation infrastructure, land use, and neighborhood characteristics. For example, the count model results reveal that SES demand is more likely to be higher during summer, mid-day on weekends, afternoons of weekdays, and days without rainfall. Furthermore, higher e-scooter index, higher density of cycle tracks, heterogeneous land use, urban centers, lower elevation, and neighborhoods with higher density of hotels and younger population might induce higher demand. The zero component results of the model are consistent with the findings revealed by the count component. The model is validated using a hold-out sample, and the validation results confirm that the prediction performance of the model is reasonably satisfactory. The findings of this study provide important insights into when and where the demand is higher, which will assist in effective policy-making supporting e-scooter use.

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Jovanovska, Mimoza Bogdanoska, Nataša Blazeska Tabakovska, and Dragan Grueski. "Consolidating Back Office with a Shared-Services Center:." Central European Public Administration Review 19, no. 2 (November 29, 2021): 69–90. http://dx.doi.org/10.17573/cepar.2021.2.04.

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Purpose: The paper points out a novel approach to e-Government back-office reengineering based on creating a Shared-Services Center at the sectorial level. Design/Methodology/Approach: To prove the Shared-Services Center as a proper solution for e-Government back-office reengineering, the authors used the case study of the Housing Facilities Sector in the Republic of North Macedonia. The research process follows Kettingers et al.'s framework of IT-enabled change with a holistic data-driven approach. Findings: The study indicates a complex information flow between stakeholders, an abundance of the same information and data collected from local stakeholders, and enormous citizen and institutional burden. The e-Government back-office reengineering solution for the specific case study based on creating a Shared-Services Center overcomes the problem of data redundancy, radically simplifies the information flow, and reduces citizen burden in line with the "Once-Only" principle. Practical Implications: The paper shows that by observing the network of all relevant stakeholders at the sectorial level, based on the information flow of core data, back-office problems can be identified, whereby the Shared-Services Center proves itself as a suitable solution. It may be a prerequisite for further studies on back-office process reengineering at the sectorial level. Originality/Value: Publications concerning back-office research at the sectorial level and, as in our case, within the House Facility Sector are almost non existing in scientific literature. Considering that there is a lack of analyses based on information flow and visualization of the information-flow network at the sectorial level (before and after the reforms), this paper will add original value to scientific literature.

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