LEADER 04195nam 2200625Ia 450 001 9910814575003321 005 20140821113531.0 010 $a1-78350-536-2 035 $a(CKB)3710000000229534 035 $a(EBL)1780806 035 $a(SSID)ssj0001376872 035 $a(PQKBManifestationID)11994685 035 $a(PQKBTitleCode)TC0001376872 035 $a(PQKBWorkID)11318356 035 $a(PQKB)10048092 035 $a(MiAaPQ)EBC1780806 035 $a(Au-PeEL)EBL1780806 035 $a(CaPaEBR)ebr10927277 035 $a(CaONFJC)MIL641174 035 $a(OCoLC)891399857 035 $a(UtOrBLW)bslw09259555 035 $a(EXLCZ)993710000000229534 100 $a20140821d2014 uy 0 101 0 $aeng 135 $aurun||||||||| 181 $ctxt 182 $cc 183 $acr 200 00$aShared services as a new organizational form /$fedited by Tanya Bondarouk 205 $aFirst edition. 210 1$aBingley, England :$cEmerald,$d2014. 210 4$dİ2014 215 $a1 online resource (232 p.) 225 1 $aAdvanced series in management,$x1877-6361 ;$vv. 13 300 $aDescription based upon print version of record. 311 $a1-78350-535-4 320 $aIncludes bibliographical references at the end of each chapters. 327 $aShared service centers : from cost savings to new ways of value creation and business administration / J. Strikwerda -- Managing boundaries better : the key to more effective HR shared services / Peter Reilly -- Shared services : standardization, formalization and control : a structured literature review / Tanya Bondarouk, Christina-Maria Friebe -- What is shared services? / Joseph Soalheira, Greg Timbrell -- Governance and control of shared service centres / Reinald Minnaar -- Structuring shared services : realizing SSC benefits through end-users' usage of an HR portal / Jeroen Meijerink, Joost ten Kattelaar, Michel Ehrenhard -- A knowledge management perspective to Shared Service Centres : a case study of a finance SSC / Ian Herbert, Will Seal -- Value creation by transactional Shared Service Centers : mapping capabilities / Marco Maatman, Tanya Bondarouk -- Interorganizational Shared Services : creating value across organizational boundaries / Paul C. van Fenema, Bianca Keers, Henk Zijm. 330 $aOrganizations increasingly establish Shared Service Centers, either for transactional (administrative) or transformational (organizational change) purposes. Their popularity originates from a combination of efficiency gains and an increase in service quality, without giving up control of the organizational and technical arrangements. The belief is that shared services should maximize the advantages of centralized and decentralized delivery of business functions. The volume deals with sample questions, including: What do shared service models involve? What are the structural arrangements between shared services and the organizations? Which business processes can and/or should be shared? What are the structural differences between shared services in different business processes? This ASM volume intends to move towards more systematic research action. Five main theoretical priorities shape the content of the volume: conceptualizing shared services for different types of business processes, business strategy and shared services, shared services and performance, pluralism in organizing shared services, and governance of shared services in different types of organizations. 410 0$aAdvanced series in management (Unnumbered) ;$vv. 13. 606 $aBusiness & Economics$xManagement$2bisacsh 606 $aBusiness & management$2bicssc 606 $aManagement & management techniques$2bicssc 606 $aShared services (Management) 615 7$aBusiness & Economics$xManagement. 615 7$aBusiness & management. 615 7$aManagement & management techniques. 615 0$aShared services (Management) 676 $a658 701 $aBondarouk$b Tanya$f1967-$01133749 801 0$bUtOrBLW 906 $aBOOK 912 $a9910814575003321 996 $aShared services as a new organizational form$94045806 997 $aUNINA