Front Cover -- Shared Services as a New Organizational Form -- Copyright Page -- Contents -- List of Contributors -- Shared Services: New Opportunities for Research and Practice -- References -- Chapter 1 Shared Service Centers: From Cost Savings to New Ways of Value Creation and Business Administration -- Introduction -- What Are Shared Service Centers and What Not? -- Shared Service Centers and Organization Theory -- SSCs and the Changing Nature of the Firm -- Closing -- References -- Chapter 2 Managing Boundaries Better: The Key to More Effective HR Shared Services -- Introduction -- What Do the Original HR Shared Services Models Tell Us about Intended Design? -- What Has Been the Result for HR Shared Services Operations? -- How Can We Do Better? -- Blur the Model — Structure and Roles -- Plug Service Gaps -- Clarify Accountability -- Review Processes and Measure Performance -- Functional Leadership -- Knowledge, Skills, and Experience Enhancement -- Colocation -- Conclusion -- References -- Chapter 3 Shared Services — Standardization, Formalization, and Control: A Structured Literature Review -- Introduction -- Organizational Design of Shared Services -- Article Selection -- Findings: Organization of Shared Services -- Centralization -- Hierarchy of Authority -- Formalization -- Standardization -- Control -- Professionalism -- Specialization -- Personnel Ratios -- Reflection on the Structural Dimensions -- Discussion -- Conclusions -- References -- Appendix: Reviewed Articles -- Chapter 4 What is Shared Services? -- Introduction -- Problem Definition: What is Shared Services? -- Research Approach -- Why a Good Definition is Critical -- Customers and Services -- Internal Customer Service -- What Is the Role of Shared Services? -- Shared Services Principles -- Conclusion -- About the Authors -- References -- Chapter 5 Governance and Control of Shared Service Centers -- Introduction -- Shared Service Centers -- Governance and Control -- Transaction Cost Economics -- Governance and Control at Different Levels within an Organization -- Management Control Choices for the Governance of SSCs: A TCE Approach -- An Example: Advertisement Shared Services at PCM -- Changing SSC Governance and Control -- Analysis of PCM’s Management Control Structure -- Corporation-Wide Ads Sales -- Specific Ads Sales -- Back Office -- Discussion -- Limitations of a TCE Approach -- Conclusion -- References -- Chapter 6 Structuring Shared Services: Realizing SSC Benefits Through End-Users’ Usage of an HR Portal -- Introduction -- Theoretical Background -- The Hybrid Organizational Structure of SSCs and Its Potential Benefits -- Online Portals and the SSC’s Hybrid Organizational Structure: Opportunities and Challenges -- A Structuration Perspective for Explaining SSC Benefits -- Methodology -- Findings -- Conflicts in the Intended and Actual Online Portal Usage -- Contradictions that Cause the Conflicts in Shared Service Usage -- Discussion and Conclusion -- Implications of the Research Findings -- Limitations and Future Research -- Conclusion -- References -- Chapter 7 A Knowledge Management Perspective to Shared Service Centers: A Case Study of a Finance SSC -- Introduction -- Outsourcing Noncore Activities -- A Knowledge Management Perspective -- Outsourcing — Potential Limitations -- The SSC as a Hybrid Approach to Organizing Activities -- Case Context -- Research Method -- Formation and Development of the SSC -- Discussion -- Conclusions -- References -- Chapter 8 Value Creation by Transactional Shared Service Centers: Mapping Capabilities -- Introduction -- Value Creation through Capability Deployment -- Uncovering Mechanisms and Limitations for Value Creation -- The Capability Perspective as a Management Toolbox -- Limitations for Capability Development and Deployment -- Discussion -- References -- Chapter 9 Interorganizational Shared Services: Creating Value across Organizational Boundaries -- Introduction -- Value Creation across Organizational Boundaries: Strategic Motives and Objectives -- Value in Ecosystems -- Creating Stakeholder Value -- Sustaining Operations and Reducing Stakeholder Costs -- ISS and Value Chains: A Taxonomy -- Vertical ISS -- Horizontal ISS -- Hybrid ISS (Mixture of Horizontal and Vertical ISS) -- Foundations for Creating Value across Organizational Boundaries -- Nested Structures: Strategy, Governance, and Operations -- Process Management: Business, Relationship, and Organizational Development -- Success Factors and Barriers: Autonomy versus Mutual Dependence -- Discussion and Conclusion -- Answering the Research Questions -- Theory Development and Future ISS Research -- Conclusion: Interventions for ISS Success -- Acknowledgments -- References -- .
