Suchergebnisse

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

Endeavours to improve the efficiency and effectiveness of local government have been a persistent theme both of politicians in higher tiers of government and of interest groups, especially business. The two contenders for improvement which receive most coverage both in the research literature and in popular discussion are amalgamation and shared services. Arguments from the literature have generally favoured shared services over amalgamation. Bish (2001) in a comprehensive review of North American research dismisses the argument for amalgamation as a product of flawed nineteenth-century thinking and a bureaucratic urge for centralized control. He does so making the very reasonable point that the presumed economies of scale which will result from amalgamation are a function not of the size and scale of individual local authorities, but of the services for which those local authorities are responsible, and the point at which economies of scale will be optimised will be very different for different services. The case against amalgamation is also reinforced by the absence of any significant post-facto evidence that amalgamation achieves either the promised savings or the anticipated efficiency gains (McKinlay 2006).

Endeavours to improve the efficiency and effectiveness of local government have been a persistent theme both of politicians in higher tiers of government and of interest groups, especially business. The two contenders for improvement which receive most coverage both in the research literature and in popular discussion are amalgamation and shared services. Arguments from the literature have generally favoured shared services over amalgamation. Bish (2001) in a comprehensive review of North American research dismisses the argument for amalgamation as a product of flawed nineteenth-century thinking and a bureaucratic urge for centralized control. He does so making the very reasonable point that the presumed economies of scale which will result from amalgamation are a function not of the size and scale of individual local authorities, but of the services for which those local authorities are responsible, and the point at which economies of scale will be optimised will be very different for different services. The case against amalgamation is also reinforced by the absence of any significant post-facto evidence that amalgamation achieves either the promised savings or the anticipated efficiency gains (McKinlay 2006).

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.

Part 4: Infrastructure and Technology ; International audience ; This paper investigates the demand for ICT shared services in Irish local government, why has the take-up to date been so limited and what the barriers to adoption are historically and are today. The research shows that there is an apparent large demand for ICT shared services from all local authorities, but that in practice take-up is low and there is a strong preference for local solutions over national offerings. A number of barriers to adoption are identified and discussed.

Part 2: Services and Interoperability ; International audience ; The local governments of the OECD countries have attempted a number of sourcing practices over the past decades, including corporatization and collaborative arrangements. Sharing services is one of the latest options to emerge to cast a new actor, the shared service organization (SSO), in a lead role. To deliver services to the client councils these special-purpose vehicles adopt an alternative model that has prompted Information and Communication Technology (ICT) providers to evolve into this new species of enterprise, and to discard models based on publicly funded collaboration arrangements or the usual ICT outsourcing practices. This case study analyses the route taken by an Italian public company that reengineered its approach into that of an SSO to become a reference point for its customers and their ICT strategies. The article's general reflection on the changes under way supports the continuity of the basic organizational logics that inform the practices of public SSOs.

Herausforderungen der digitalen Transformation von Shared Services und SSOs -- Implementierung digitaler Prozesse -- Human Resource Management in digitalisierten SSOs -- Risikomanagement im Rahmen der Digitalisierung von Shared Services -- Business Analytics in Shared Service Organisationen.

PurposeEven though a lot of publications focusing on shared service center (SSC) exist, there is no unique understanding of the term "SSC". The aim of this paper is to obtain an overview of definitions of the term "SSC" and an overview of relevant literature. It also aims to derive a common understanding with the help of SSC characteristics frequently mentioned. Furthermore, it seeks to identify important differences in the definitions and show their implications for the SSC concept.Design/methodology/approachAn extensive literature review was the basis for this research. An online database containing the most important journals had been scanned for SSC definitions. Furthermore, the most cited books had been analyzed.FindingsThere is no unique understanding of SSCs in science and practice. A standardized definition of SSCs is not established. The different definitions vary in many ways. Nevertheless, some characteristics that define the term SSC are mentioned in most publications, including consolidation of processes within the group, delivery of support processes, cost cutting as a major driver, focus on internal customers, alignment with external customers, separated organizational unit and operation like a business. Although there is a common understanding about SSC in parts, fundamental differences were identified, especially between SSC definitions for public and private sectors. These differences have several impacts on the understanding and application of the SSC concept.Research limitations/implicationsThe most relevant publications have been considered, but probably not all publications with definitions of the term "SSC". Future research must include more publications as well as the perceptions of practitioners. Furthermore, the perception of SSC management and staff has not been analyzed.Practical implicationsOwing to the fact that many different definitions for SSC exist, people dealing with a SSC are confused about the meaning of the term – confusion which is likely to result in ambiguity concerning research interpretations. The differences in definitions should be known to understand practical implications like different requirements in governance or regulation.Originality/valueSome research in the area of SSCs has already been conducted. Nevertheless, neither extensive literature overviews of existing definitions nor comparisons of these definitions for the term SSC exist. The discrepancies in definitions and their implications have not yet been considered.