CIPD (2008) HR Shared Service Centres This factsheet gives introductory guidance, it: considers the role of HR shared service centres, explores key considerations in designing an HR SSC, outlines some objectives and issues in implementing an HR SSC and lists key issues in HR SSC management. Janssen, M and Joha, A. (2006). Motives for establishing The motives for introducing a SSC in public shared service centres in public administrations. administration are discussed in this paper. The initial International Journal of Information Management 26 p motives for introducing a SSC have been compared with 102-115 the accomplished benefits after realising the SSC. Keywords: Decision support, shared service centre, outsourcing, sourcing, public administration. Monasch, T and Slavenburg, P (2004) Shared Service This article looks at the advantages of SSCs and Centres Present a World of Options Companies can important factors, including costs and the quality and – combine a number of functions to streamline operations. experience of the local labour force. Expansion Management. Arnold, U (2000). New dimensions of outsourcing: a This paper develops an outsourcing model with design combination of transaction cost economics and the core alternatives based on institutional economic theory and competencies concept. European Journal of Purchasing works out an explanatory approach with and Supply Management. 6. P 23-29 recommendations for outsourcing arrangements. Keywords: Outsourcing; Transaction cost economics; Core Competencies Bocconi, U (2003). Dis-Integration Through Integration: This chapter discusses the importance of accounting the Emergence of Accounting Information Networks. information networks (AINs). More and more firms Management Accounting in the Digital Economy. have refocused and vertically disaggregated, relying on small units which can involve both internal (within firm) and external (between firms) networks. The stability of such mixed mode structures requires the design of either AINs with a high degree of centrality or distributed AINs. Coote, P (2007). Business Partnership. Financial This article suggests ways in which a finance department Management July/August 2007. P 31-32. can increase its influence over and understanding of – – its organisation through improved relationships.
CIPD (2008) HR Shared Service Centres This factsheet gives introductory guidance, it: considers the role of HR shared service centres, explores key considerations in designing an HR SSC, outlines some objectives and issues in implementing an HR SSC and lists key issues in HR SSC management. Janssen, M and Joha, A. (2006). Motives for establishing shared service centres in public administrations. International Journal of Information Management 26 p 102-115 The motives for introducing a SSC in public administration are discussed in this paper. The initial motives for introducing a SSC have been compared with the accomplished benefits after realising the SSC. Keywords: Decision support, shared service centre, outsourcing, sourcing, public administration. Monasch, T and Slavenburg, P (2004) Shared Service Centres Present a World of Options – Companies can combine a number of functions to streamline operations. Expansion Management. This article looks at the advantages of SSCs and important factors, including costs and the quality and experience of the local labour force. Arnold, U (2000). New dimensions of outsourcing: a combination of transaction cost economics and the core competencies concept. European Journal of Purchasing and Supply Management. 6. P 23-29 This paper develops an outsourcing model with design alternatives based on institutional economic theory and works out an explanatory approach with recommendations for outsourcing arrangements. Keywords: Outsourcing; Transaction cost economics; Core Competencies Bocconi, U (2003). Dis-Integration Through Integration: the Emergence of Accounting Information Networks. Management Accounting in the Digital Economy. This chapter discusses the importance of accounting information networks (AINs). More and more firms have refocused and vertically disaggregated, relying on small units which can involve both internal (within firm) and external (between firms) networks. The stability of such mixed mode structures requires the design of either AINs with a high degree of centrality or distributed AINs. Coote, P (2007). Business Partnership. Financial Management July/August 2007. P 31-32. This article suggests ways in which a finance department can increase its influence over – and understanding of – its organisation through improved relationships.