Bibliographies thématiques / Shared services

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Littérature scientifique sur le sujet « Shared services »

Auteur : Grafiati
Publié le 4 juin 2021
Mis à jour le 28 juillet 2024

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Articles de revues sur le sujet "Shared services"

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Hayes, Derren. « SHARED SERVICES ». Children and Young People Now 2020, no 1 (2 janvier 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 et Guy Gable. « Understanding Shared Services ». International Journal of E-Services and Mobile Applications 2, no 4 (octobre 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 (décembre 2014) : 743–56. http://dx.doi.org/10.1016/j.cpa.2014.01.002.

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

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Wang, Shouhong, et Hai Wang. « Shared Services Management ». International Journal of Information Systems in the Service Sector 7, no 2 (avril 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, et Joe Grochowski. « From shared services to professional services ». Strategic HR Review 11, no 3 (13 avril 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 (1 mars 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 (1 juin 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 (juillet 2010) : 27–29. http://dx.doi.org/10.1145/1785414.1785427.

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

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Thèses sur le sujet "Shared services"

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Prachýl, Lukáš. « Efficiency in Shared Services ». Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-96416.

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The thesis describes and analyzes shared services organizations as a management tool to achieve efficiency in the organizations' processes. Paper builds on established theoretical principles, enhance them with up-to-date insights on the current situation and development and create a valuable knowledge base on shared services organizations. Strong emphasis is put on concrete means on how exactly efficiency could be achieved. Major relevant topics such as reasons for shared services, people management, performance measurement, enabling technology, risks and so on are thoroughly covered. To demonstrate outlined principles a practical part at the end (in cooperation with Henkel AG, Germany) introduces a concrete controlling process and its possibility to be shifted into shared services center.
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Bland, Kathy. « Shared services in further education ». Thesis, University of Sunderland, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.544315.

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Soalheira, Joseph. « Shared services and the competitive advantage of the firm ». Thesis, Queensland University of Technology, 2020. https://eprints.qut.edu.au/200040/1/Joseph_Soalheira_Thesis.pdf.

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Using a new paradigm, this research demonstrates how a Shared Services Organisation (SSO) can create new rents and profits for the firm by providing a new Shared Services Model, framework and principles that add new knowledge to Strategic Management, demonstrating that a SSO can add competitive advantage to firms by adding new profit sources through commoditisation of internal services.
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Lundin, Andreas, et Noelia Ollvid. « Shared Service Center : en fallstudie av TeliaSoneras Financial Services ». Thesis, Uppsala University, Department of Business Studies, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-9009.

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Denna uppsats beskriver fenomenet shared services, varför företag satsar på shared service centers (SSC) och hur de går tillväga när de designar dem. Studien har genomförts med hjälp av en litteraturöversikt och en fallstudie av TeliaSoneras nu pågående implementering av ett shared service center, FSS. Fallstudien består av fyra intervjuer och en genomgång av TeliaSoneras egna informationsmaterial och medarbetarenkäter. Litteraturöversikten visar att shared services utlovar väsentliga förbättringar av ekonomifunktionen och besparingar, att det finns en stor tilltro till dessa löften men att det saknas underbyggda bevis för hur stora besparingarna egentligen är. Designen på TeliaSonera FSS visar sig följa litteraturen relativt noga, förutom vad gäller placering. Vi identifierar även ett par riskfaktorer inom kommunikation, övergången till ett nytt affärssystem och hur ledningen prioriterar olika delar av förändringsarbetet.

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Almeida, Mariana Pinho de. « Sharing to improve services : a study of shared services capabilities ». Thesis, University of Sussex, 2017. http://sro.sussex.ac.uk/id/eprint/71274/.

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Motivation: Shared Services (SS) is a cost cutting and quality improvement strategy, which is receiving increasing attention from academics and practitioners. However, previous research focuses primarily on the potential benefits of these strategies; while very little research explains the role of SS resources and capabilities in the achievement of SS goals. The purpose of this thesis is to address this gap by explaining how SS resources and capabilities influence the achievement of SS goals. Approach: A multiple-case study approach is adopted, following a qualitative methodology, with data collection occurring at four SS organisations. Findings: This thesis introduces a taxonomy of SS resources and identifies three SS operational capabilities and seven SS dynamic capabilities, grouped into four areas of competence. Furthermore, this research uncovers the capability development process in an SS context, through the identification of the specific routines that precede each capability. Finally this research extends SS research, not only by identifying additional SS goals not mentioned by previous research, but also by recognising what specific SS capabilities contribute to what goals, thus uncovering the goal achievement process in a shared service centre. Academic Contributions: This research contributes to the negligible literature focusing on SS resources and capabilities and responds to the claims that a further understanding of shared services is needed in order to provide practitioners with advice and procedural guidelines on how to design, implement and manage SS. It also lays the foundation for future research on resources and capabilities in an SS context. Managerial Contributions: The findings enable managers to identify and further develop the necessary resources, routines and capabilities to achieve their specific SS goals. Additionally, this research supports managers in identifying additional goals they can achieve, considering the resources, routines and capabilities their SSCs already have.
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Nguyen, Ngoc Huong. « Establishing a Shared Services Centre in Prague- SAP BSCE Study Case ». Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-72509.

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The Thesis is conducted based on analysis of a business shared service centre, all factors to consider before the establishment, its scope, model, and the most important is to see advantages as well as to realize the shortcomings of this kind of business model. The country which is analyzed is the Czech Republic; more particular is the city of Prague; and the company is SAP Business Service Centre of Europe (BSCE). In this Thesis, first of all, the PEST (Political, Economic, Social and Technology) environmental analysis has been conducted. The work continues with the SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis of the company SAP AG, from which, we can see that opening a SAP BSCE is a part of SAP strategy which supposes to benefit the company. In order to establish the BSCE, the SAP management board has to consider the factors such as Organization, People, Processes and IT Infrastructure. After analyzing approximately 20 cities in Europe, SAP has chosen Prague as the best mix of quality and costs factors. SAP BSCE covers the functions of Human Resource and Finance and Administration, which provide services to internal and external customers of many countries in Europe, Middle East, and Africa. SAP BSCE has brought back many advantages such as cost-savings, high quality service, business availability and flexibility, and business transparency and legal compliance. On the other hand, there are still many short-comings, such as the high turn-over rate of staff, difficulties in harmonization and standardization of processes and IT infrastructure, and how to prove the quality of service. Despite these challenges, SAP BSCE has put efforts into trying to overcome these problems. At the end of the Thesis, as per analysis of SAP financial results of business activities during the crisis, it is proven the setting up a shared service centre was a good decision of SAP and it paid off with the contribution to help SAP overcome the impacts of crisis.
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Ferreira, C. « Factors influencing the performance of Shared Services Centres ». Thesis, University of Liverpool, 2017. http://livrepository.liverpool.ac.uk/3009661/.

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The efficient use of public money is a concern of all society. The more efficient the government machinery, the smaller the portion of funds raised assigned to operating costs and more invested in health, education, security, and transport, for instance. Shared service centres (SSCs) have contributed to this, allowing billions of dollars cost cut in the public service in several countries. However, cases of SSCs failures are causing billion-dollar losses, and it is necessary to understand and overcome the causes of failures. This scenery has motivated me to study the factors that contribute to the performance of SSCs and to explore whether there are SSCs models in the public sector that are simply copies of SSCs models of the private sector (without the necessary adaptations). Three objectives were established for the research: to analyse the factors that could influence the performance of SSC; to investigate to which extent there are significant differences between private and public SSCs; and to analyse if there are evidence of copy problems. Also, a principal research question: to what extent does factors such as culture, leadership, resources and readiness for change, influence on service excellence, market orientation and performance of Shared Services Centres? An action research design was defined with a mixed, quantitative and qualitative approach. The quantitative approach refers to a conceptual model with seven constructs (culture, leadership, resources, readiness for change, service excellence, market orientation, and performance), individually validated by previous studies. This proposed model was validated empirically through a survey with 146 SSCs respondents from countries like the USA, the UK, Canada, and Brazil, and the research hypotheses were confirmed. On the qualitative approach, were applied open-ended questions submitted later to content analysis, and the quantitative and qualitative results were discussed with an Action Learning Set composed of SSC managers and public-sector experts. The main findings were the confirmation of the proposed model variables’ relationship, influencing the SSC performance. This allows managers to establish actions to improve the similar dimensions of their SSC, improving the overall performance. It was also confirmed the existence of significant differences in the context of public SSCs operation regarding the private. These findings were also discussed in the Action Learning Set and resulted in eight measures proposed for the best adaptation of public SSC models to the reality of the public sector. For further research, I suggest investigating whether the SSCs of the public sector have in fact the minimum requirements to be classified as SSCs or are just departments that centralised services from other areas and were named SSC for convenience. Another opportunity for research is to verify to what extent the New Public Management has been successful in encouraging the adoption of SSCs, e.g. in countries like the UK and the US, so that they were more oriented to their clients, as this research found evidence there are public SSCs not oriented to their customers.
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Yee, Hon Weng (Jonathan). « Assessing the potential of inter-organisational shared services ». Thesis, Queensland University of Technology, 2009. https://eprints.qut.edu.au/26040/1/Hon_Weng_Yee_Thesis.pdf.

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Shared Services (SS) involves the convergence and streamlining of an organisation’s functions to ensure timely service delivery as effectively and efficiently as possible. As a management structure designed to promote value generation, cost savings and improved service delivery by leveraging on economies of scale, the idea of SS is driven by cost reduction and improvements in quality levels of service and efficiency. Current conventional wisdom is that the potential for SS is increasing due to the increasing costs of changing systems and business requirements for organisations and in implementing and running information systems. In addition, due to commoditisation of large information systems such as enterprise systems, many common, supporting functions across organisations are becoming more similar than not, leading to an increasing overlap in processes and fuelling the notion that it is possible for organisations to derive benefits from collaborating and sharing their common services through an inter-organisational shared services (IOSS) arrangement. While there is some research on traditional SS, very little research has been done on IOSS. In particular, it is unclear what are the potential drivers and inhibitors of IOSS. As the concepts of IOSS and SS are closely related to that of Outsourcing, and their distinction is sometimes blurred, this research has the first objective of seeking a clear conceptual understanding of the differences between SS and Outsourcing (in motivators, arrangements, benefits, disadvantages, etc) and based on this conceptual understanding, the second objective of this research is to develop a decision model (Shared Services Potential model) which would aid organisations in deciding which arrangement would be more appropriate for them to adopt in pursuit of process improvements for their operations. As the context of the study is on universities in higher education sharing administrative services common to or across them and with the assumption that such services were homogenous in nature, this thesis also reports on a case study. The case study involved face to face interviews from representatives of an Australian university to explore the potential for IOSS. Our key findings suggest that it is possible for universities to share services common across them as most of them were currently using the same systems although independently.
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Yee, Hon Weng (Jonathan). « Assessing the potential of inter-organisational shared services ». Queensland University of Technology, 2009. http://eprints.qut.edu.au/26040/.

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Shared Services (SS) involves the convergence and streamlining of an organisation’s functions to ensure timely service delivery as effectively and efficiently as possible. As a management structure designed to promote value generation, cost savings and improved service delivery by leveraging on economies of scale, the idea of SS is driven by cost reduction and improvements in quality levels of service and efficiency. Current conventional wisdom is that the potential for SS is increasing due to the increasing costs of changing systems and business requirements for organisations and in implementing and running information systems. In addition, due to commoditisation of large information systems such as enterprise systems, many common, supporting functions across organisations are becoming more similar than not, leading to an increasing overlap in processes and fuelling the notion that it is possible for organisations to derive benefits from collaborating and sharing their common services through an inter-organisational shared services (IOSS) arrangement. While there is some research on traditional SS, very little research has been done on IOSS. In particular, it is unclear what are the potential drivers and inhibitors of IOSS. As the concepts of IOSS and SS are closely related to that of Outsourcing, and their distinction is sometimes blurred, this research has the first objective of seeking a clear conceptual understanding of the differences between SS and Outsourcing (in motivators, arrangements, benefits, disadvantages, etc) and based on this conceptual understanding, the second objective of this research is to develop a decision model (Shared Services Potential model) which would aid organisations in deciding which arrangement would be more appropriate for them to adopt in pursuit of process improvements for their operations. As the context of the study is on universities in higher education sharing administrative services common to or across them and with the assumption that such services were homogenous in nature, this thesis also reports on a case study. The case study involved face to face interviews from representatives of an Australian university to explore the potential for IOSS. Our key findings suggest that it is possible for universities to share services common across them as most of them were currently using the same systems although independently.
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George, Janet C. « Nurses' perceived autonomy in a shared governance setting ». Virtual Press, 1996. http://liblink.bsu.edu/uhtbin/catkey/1036188.

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The basic philosophy of shared governance includes the right for staff nurses to practice in an environment that allows participation in the decision making process at all levels of the organization. Autonomy and responsibility support shared governance. The purpose of this study was to examine nurses’ perceptions of autonomy in a well established shared governance setting. The Neuman Systems Model served as the theoretical framework.A convenience sample of 83 (42%) staff nurses at Saint Joseph’s Hospital of Atlanta, Georgia completed the Schutzenhofer Professional Nursing Autonomy Scale. Three open ended questions were included in the questionnaire to further explore staff nurses’ perceptions of the professional practice environment. Demographic data were also collected.Findings in this study revealed no significant correlations between selected demographic variables and autonomy. More than between selected demographic variables and autonomy. More than half (65.1%) ranked in the higher level of professional autonomy, 34.9% (29) ranked in the mid level and none in the lower level. Qualitative data revealed that nurses working in a well established shared governance setting perceived control over the nursing care of patients and appreciated and the ability to make decisions regarding patient care. Respondents overwhelmingly indicated that nurses should be compensated for participation in governance activities.Conclusions from this study were that implementation of professional practice models such as shared governance improve nurses’ perceptions of autonomy and create an atmosphere in which nurses can practice the art of nursing while clearly articulating a vision for the future. Consistent and appropriate decision making by nurses facilitates the interdisciplinary plan of care and encourages trusting relationships among professional disciplines.Nurse managers are in an ideal position to create a vision by designing structures that promote staff involvement. Managers must build formal recognition programs into shared governance systems and provide nurses with the time to attend meetings. Today’s nursing leaders must be ready to create a vision, facilitate change, mentor, nurture, coach and advise staff.
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Livres sur le sujet "Shared services"

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Melchior, Daniel C., dir. Shared Services. Hoboken, NJ, USA : John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781119197188.

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Keuper, Frank, et Christian Oecking, dir. Corporate Shared Services. Wiesbaden : Gabler Verlag, 2008. http://dx.doi.org/10.1007/978-3-8349-9583-4.

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Keuper, Frank, et Christian Oecking, dir. Corporate Shared Services. Wiesbaden : Gabler, 2006. http://dx.doi.org/10.1007/978-3-8349-9098-3.

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United States. Rural Business and Cooperative Development Service, dir. Shared-services cooperatives. Washington, D.C. (Ag Box 3255, Washington 20250-3255) : U.S. Dept. of Agriculture, Rural Business and Cooperative Development Service, 1995.

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Group, Yankee, dir. Shared tenant services. Boston, Mass. (89 Broad St., 14th Fl., Boston 02110) : c1985., 1985.

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Keuper, Frank. Corporate Shared Services. Wiesbaden : Springer Fachmedien, 2008.

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United States. Rural Business and Cooperative Development Service., dir. Shared-services cooperatives. Washington, D.C. (Ag Box 3255, Washington 20250-3255) : U.S. Dept. of Agriculture, Rural Business and Cooperative Development Service, 1995.

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United States. Rural Business and Cooperative Development Service., dir. Shared-services cooperatives. Washington, D.C. (Ag Box 3255, Washington 20250-3255) : U.S. Dept. of Agriculture, Rural Business and Cooperative Development Service, 1995.

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Tomkinson, Ray. Shared services in local government : Improving service delivery. Aldershot, Hants, England : Ashgate Pub. Company, 2007.

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Sisters of Providence (Seattle, Wash.) et Washington (State). Dept. of Social and Health Services. Centennial Committee., dir. A Shared experience. [Olympia, Wash.?] : Dept. of Social and Health Services, 1989.

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Chapitres de livres sur le sujet "Shared services"

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Schwarz, Gerd. « Shared services ». Dans Public Shared Service Centers, 57–105. Wiesbaden : Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-8349-4480-1_3.

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von Klinski, Sebastian, et Sabine Haller. « Shared Services ». Dans Die unsichtbare Hand im Unternehmen, 99–104. Wiesbaden : Gabler Verlag, 2005. http://dx.doi.org/10.1007/978-3-322-86905-0_12.

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Hartrath, Heike. « Shared Services—Outsourcing ». Dans Dos and Don’ts in Human Resources Management, 143–44. Berlin, Heidelberg : Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-662-43553-3_45.

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Schwarz, Gerd. « Shared services architecture ». Dans Public Shared Service Centers, 139–87. Wiesbaden : Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-8349-4480-1_5.

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von Glahn, Carsten, et Frank Keuper. « Shared-IT-Services im Kontinuum der Eigen- und Fremderstellung ». Dans Corporate Shared Services, 3–26. Wiesbaden : Gabler, 2006. http://dx.doi.org/10.1007/978-3-8349-9098-3_1.

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Frey, Stefan, Frédéric Pirker et Katrien Vanden Eynde. « Change-Management in nationalen und internationalen Shared-Service-Center-Projekten ». Dans Corporate Shared Services, 279–309. Wiesbaden : Gabler, 2006. http://dx.doi.org/10.1007/978-3-8349-9098-3_13.

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von Glahn, Carsten, et Christian Oecking. « Transition und Transformation von Shared-IT-Services — Gestalterische Prämissen zur Einführung eines standardisierten IT-Service-Portfolios im Konzern ». Dans Corporate Shared Services, 27–52. Wiesbaden : Gabler, 2006. http://dx.doi.org/10.1007/978-3-8349-9098-3_2.

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Von Glahn, Carsten, et Frank Keuper. « Shared IT-Services im Kontinuum der Eigen- und Fremderstellung ». Dans Corporate Shared Services, 3–26. Wiesbaden : Gabler Verlag, 2008. http://dx.doi.org/10.1007/978-3-8349-9583-4_1.

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Schomann, Marc, et Arne Koch. « Praxisinduzierte Kosten- und Nutzenbetrachtung von Corporate Shared Services ». Dans Corporate Shared Services, 221–39. Wiesbaden : Gabler Verlag, 2008. http://dx.doi.org/10.1007/978-3-8349-9583-4_10.

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Bertram, Reinhard, et Michael Endres. « Security-Aspekte in Shared Services ». Dans Corporate Shared Services, 241–65. Wiesbaden : Gabler Verlag, 2008. http://dx.doi.org/10.1007/978-3-8349-9583-4_11.

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Actes de conférences sur le sujet "Shared services"

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Hobson, Stacy, Rangachari Anand, Jeaha Yang, Xuan Liu et Juhnyoung Lee. « Municipal Shared Services Cloud ». Dans 2011 Annual SRII Global Conference (SRII). IEEE, 2011. http://dx.doi.org/10.1109/srii.2011.39.

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Arens, Yigal. « Session details : Shared services ». Dans dg.o '11 : The 12th Annual International Conference of Digital Government Research. New York, NY, USA : ACM, 2011. http://dx.doi.org/10.1145/3253126.

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Domingues, Luisa, et Jose Antonio Cordeiro Gomes. « Management Model Proposal for Portuguese Public Administration Shared Services ». Dans 2011 IEEE World Congress on Services (SERVICES). IEEE, 2011. http://dx.doi.org/10.1109/services.2011.81.

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Farkas, Keith, Subu Iyer, Vijay Machiraju, Jim Pruyne et Akhil Sahai. « Automated Provisioning of Shared Services ». Dans 2007 10th IFIP/IEEE International Symposium on Integrated Network Management. IEEE, 2007. http://dx.doi.org/10.1109/inm.2007.374726.

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Hollander, Andrew L. « Departmentally administered, shared network services ». Dans the 23rd annual ACM SIGUCCS conference. New York, New York, USA : ACM Press, 1995. http://dx.doi.org/10.1145/219894.223020.

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Janssen, Marijn, et René W. Wagenaar. « Unraveling shared services using simulation ». Dans the 2006 national conference. New York, New York, USA : ACM Press, 2006. http://dx.doi.org/10.1145/1146598.1146723.

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Godse, Manish. « Exploiting the Values of Shared Services ». Dans 2012 Third International Conference on Services in Emerging Markets (ICSEM). IEEE, 2012. http://dx.doi.org/10.1109/icsem.2012.31.

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Niranjan, V., Sriram Anand et Krishnendu Kunti. « Shared data services : an architectural approach ». Dans IEEE International Conference on Web Services (ICWS'05). IEEE, 2005. http://dx.doi.org/10.1109/icws.2005.112.

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Wilson, Dennis L., et Mitchell M. Goldburgh. « Shared radiology services in multiple hospitals ». Dans Medical Imaging 1997, sous la direction de Steven C. Horii et G. James Blaine. SPIE, 1997. http://dx.doi.org/10.1117/12.274617.

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Földes, Dávid, et Csaba Csiszár. « Alteration in modal share due to autonomous vehicle-based mobility services ». Dans 6th International Conference on Road and Rail Infrastructure. University of Zagreb Faculty of Civil Engineering, 2021. http://dx.doi.org/10.5592/co/cetra.2020.1298.

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Alteration in road-based mobility services in cities is expected due to introduction of autonomous vehicles (AVs). On-demand and shared services based on small capacity AVs emerge, which influence the modal share. The alteration has been estimated by simulation of scenarios; the travellers’ willingness-to-shift to an AV-based mobility service has been considered as a random variable in studies. In our developed modal share estimation method, the travellers’ current mobility habits and willingness-to-shift are considered. To determine the value of variables, a questionnaire survey was elaborated. The method was applied to calculate the modal shift in Budapest, Hungary. According to the results, willingness-to-shift is the highest among car users and the lowest among bikers. Based on the stated preferences, individual car use can be reduced by shared, on-demand, AV-based mobility services. Our method is applicable to determine the impacts of AVs.
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Rapports d'organisations sur le sujet "Shared services"

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Ghanwani, A., J. Pace, V. Srinivasan, A. Smith et M. Seaman. A Framework for Integrated Services Over Shared and Switched IEEE 802 LAN Technologies. RFC Editor, mai 2000. http://dx.doi.org/10.17487/rfc2816.

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Chen, Xin, Yanfeng Ouyang, Ebrahim Arian, Haolin Yang et Xingyu Ba. Modeling and Testing Autonomous and Shared Multimodal Mobility Services for Low-Density Rural Areas. Illinois Center for Transportation, août 2022. http://dx.doi.org/10.36501/0197-9191/22-013.

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Recent developments in transformative technologies hold the promise to provide holistic solutions for affordable transportation services to rural areas and thus greatly alleviate existing social inequality through efficient planning and management of complex transportation systems and systemwide interactions among multiple modes. To realize the promise, many challenging research questions need to be addressed, which often leads to computationally intractable, large-scale, dynamic/stochastic, discrete optimization models. This project proposes to address some of the challenges by building a series of holistic and tractable models on the design of mobility services, capacity planning, dynamic matching, and routing, as well as pricing. The proposed project is expected to create a new series of planning and management models that can support strategical and operational decisions for large-scale autonomous and shared mobility systems in rural areas. The planned case study and simulation for the Village of Rantoul, Illinois, will lay the foundation for future field implementation.
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Petters, Jonathan, Shawna Taylor, Alicia Hofelich Mohr, Jake Carlson, Lizhao Ge, Joel Herndon, Wendy Kozlowski, Jennifer Moore et Cynthia Hudson Vitale. Publicly Shared Data : A Gap Analysis of Researcher Actions and Institutional Support throughout the Data Life Cycle. Association of Research Libraries, mars 2024. http://dx.doi.org/10.29242/report.radsgapanalysis2024.

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Publicly Shared Data: A Gap Analysis of Researcher Actions and Institutional Support throughout the Data Life Cycle examines research data management and sharing practices at six research-intensive academic institutions: Cornell University, Duke University, University of Michigan, University of Minnesota, Virginia Tech, and Washington University in St. Louis. Sponsored by the US National Science Foundation (grant #2135874) and part of ARL’s Realities of Academic Data Sharing (RADS) Initiative, this report highlights where service gaps may exist between researchers’ needs and the services and support provided by institutions. This report offers guidance for academic institutions aiming to improve coordination of their research data management and sharing services and infrastructure. It is particularly relevant for institutions developing strategies to support researchers effectively and efficiently in response to existing and forthcoming federal mandates on data sharing. This report is also useful in institutional planning for resource allocation of research data management and sharing services towards compliance as well as broader open science objectives.
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Pasimeni, Francesco, et Tommaso Ciarli. Reducing environmental impact through shared ownership : A model of consumer behaviour. UNU-MERIT, mai 2023. http://dx.doi.org/10.53330/bxen6934.

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We propose a simple model to study the conditions under which consumers prefer to purchase a good in coalition rather than individually. To identify those conditions, we study the full parameter space that defines the characteristics and preferences of heterogeneous consumers, the characteristics of the good, and the characteristics of a public service that offers the same services as the good. We find that shared ownership emerges only under niche conditions, for relatively lower income consumers with relatively higher demand. Furthermore, shared ownership is more likely to emerge if the shared good is relatively small and can be purchased in small coalition with lower coordination costs. Results are relevant to design sustainable consumption policies as they show that the diffusion of shared goods reduce the net number of goods in an economy, and therefore their environmental impact. However, we do not find any impact of shared ownership in reducing inequality in accessing goods. We show that policies that reduce the relative price of the shared purchase can accelerate the transition to a more sustainable shared consumption.
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Gkritza, Konstantina, et Ricardo Chahine. The Impact of COVID-19 on User Perceptions of Public Transit, Shared Mobility/Micro-Mobility Services, and Emerging Vehicle Types. Purdue University, 2023. http://dx.doi.org/10.5703/1288284317648.

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Dukarski, Jennifer. Unsettled Legal Issues Facing Data in Autonomous, Connected, Electric, and Shared Vehicles. SAE International, septembre 2021. http://dx.doi.org/10.4271/epr2021019.

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Modern automobiles collect around 25 gigabytes of data per hour and autonomous vehicles are expected to generate more than 100 times that number. In comparison, the Apollo Guidance Computer assisting in the moon launches had only a 32-kilobtye hard disk. Without question, the breadth of in-vehicle data has opened new possibilities and challenges. The potential for accessing this data has led many entrepreneurs to claim that data is more valuable than even the vehicle itself. These intrepid data-miners seek to explore business opportunities in predictive maintenance, pay-as-you-drive features, and infrastructure services. Yet, the use of data comes with inherent challenges: accessibility, ownership, security, and privacy. Unsettled Legal Issues Facing Data in Autonomous, Connected, Electric, and Shared Vehicles examines some of the pressing questions on the minds of both industry and consumers. Who owns the data and how can it be used? What are the regulatory regimes that impact vehicular data use? Is the US close to harmonizing with other nations in the automotive data privacy? And will the risks of hackers lead to the “zombie car apocalypse” or to another avenue for ransomware? This report explores a number of these legal challenges and the unsettled aspects that arise in the world of automotive data
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Whitehead, Martha, Dale Askey, Donna Bourne-Tyson, Karen Estlund, Susan Haigh, Claire Stewart, Kornelia Tancheva, Tyler Walters, Jennifer Muilenburg et Judy Ruttenberg. ARL/CARL Joint Task Force on Research Data Services : Final Report. Association of Research Libraries and Canadian Association of Research Libraries, juillet 2021. http://dx.doi.org/10.29242/report.arlcarlrdstaskforce2021.

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The Association of Research Libraries (ARL)/Canadian Association of Research Libraries (CARL) Joint Task Force on Research Data Services formed in 2020 with a two-fold purpose: (1) to demonstrate and commit to the roles research libraries have in stewarding research data and as part of institution-wide research support services and (2) to guide the development of resources for the ARL and CARL memberships in advancing their organizations as collaborative partners with respect to research data services in the context of FAIR (findable, accessible, interoperable, and reusable) data principles and the US National Academies’ Open Science by Design framework. Research libraries will be successful in meeting these objectives if they act collectively and are deeply engaged with disciplinary communities. The task force formed three working groups of data practitioners, representing a wealth of expertise, to research the institutional landscape and policy environment in both the US and Canada. This report presents the task force’s recommendations for the roles of research libraries with regard to research data principles, policies, and approaches to managing research data. The report also offers strategies for discipline-specific research data approaches, priorities for automation of processes, economic models to scale and sustain shared resources, prioritization of research data to steward, and decision-making rubrics.
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Hernandez, Philippe Jose S., Maria Carinnes P. Alejandria, Rowena S. Guiang, Alvie P. Bergado-Timbangcaya, Jean S. Taypa, Peejay D. Bengwasan, Ma Francia Sazon-de Chavez et al. Guidance Counsellors on COVID-19 Experiences : Distance Education Successes and Challenges. Journal of the Australian and New Zealand Student Services Association, janvier 2024. http://dx.doi.org/10.30688/janzssa.2024-1-02.

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This qualitative exploration documented the lived experiences of 12 guidance counsellors in Philippine public and private universities. During the height of the COVID-19 pandemic (2020–2022), school closures forced counsellors to adapt to new modalities. Through online semi-structured interviews, counsellors shared how they delivered their services via distance/virtual means. Thematic analysis elicited findings on the successes and challenges reported. For successes, new learnings, wider reach of services through online platforms, involvement of faculty members in referrals, and mental health education were highlighted. Meanwhile, challenges included students discontinuing counselling, the stigma associated with seeking mental health support, and lack of manpower. The counsellors provided recommendations for improvement of services moving forward.
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Arnold, Christine Helen, Kathleen Clarke et Tricia Seifert. Examining the Role of Faculty Subcultures in Perceptions of Student Retention Initiatives. Journal of the Australian and New Zealand Student Services Association, octobre 2023. http://dx.doi.org/10.30688/janzssa.2023-2-08.

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Scholars and practitioners have argued that student success must be a shared responsibility among members of the campus community. Academic and student affairs cultures play imperative roles in the establishment and success of partnerships designed to support student success. However, little is known about the differences within the academic affairs culture that shapes faculty members’ perceptions of such initiatives. Understanding how faculty members perceive student retention efforts is essential in developing a shared responsibility for student success. This research examines the extent to which faculty with various academic ranks (tenured/promoted, tenure track, and non-tenure track/non-promotional), years employed at current institution, and broad disciplinary areas vary in their perceptions of departmental and institutional retention initiatives. Faculty members’ perceptions of these retention initiatives are measured according to awareness of their departments’ and institutions’ academic and co-curricular activities, dedication of resources towards promoting retention, and communication about available support services. Results revealed variations among faculty members in their perceptions of departmental and institutional retention efforts according to the subcultures analysed. Implications for faculty members, student affairs staff members, and administration are considered.
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Noah, Alphonse, et Ruth Tacneng. Cameroon’s Tax on Mobile Money : Implications for Agents' Performance and Revenue Sustainability. Institute of Development Studies, mai 2024. http://dx.doi.org/10.19088/ictd.2024.035.

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Mobile money taxation gives African governments an opportunity to broaden their fiscal base and explore new revenue-generating possibilities. Cameroon introduced a 0.2 per cent tax on mobile money transfers and withdrawals from 1 January 2022. Our research analyses the behaviour of agents, who act as intermediaries between mobile money account holders and mobile money service providers, before and after the tax on mobile money (MM tax). Agents play a key role in the distribution of mobile money services. Their presence is vital for achieving financial inclusion, especially in areas less served by banks and other traditional financial service providers. An agent’s revenue is mainly derived from commission earned on each transaction – they receive an average of 40–45 per cent of the commission, and the remaining 55–60 per cent is shared between the mobile network operator, partner banks, and agent’s manager (superagent). Given their importance in the mobile money ecosystem, factors that negatively affect the attractiveness of the business for agents could have policy implications on financial inclusion. Summary of ICTD Working Paper 192.
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