Books, Reports at the Library:
ATKearney. Success through shared services : from back-office functions to strategic drivers. Sept. 9, 2004. <URL>
Bergeron, Bryan. Essentials of shared services. Hoboken : John Wiley & Sons, 2003.
Call number: HD 62.13 B496
Dent, Stephen M. Partnering intelligence : creating value for your business by building strong alliances. Palo Alto, CA : Davies-Black, 1999.
Call number: HD 69 S8 D414
Dent, Stephen M. Powerhouse partners : a blueprint for building organizational culture for breakaway results. Palo Alto, Calif. : Davies-Black, 2004.
Call number: HD 69 S8 D414
Powell, Anna S. Shared services and CRM. New York, NY : The Conference Board, 2004. Sept. 9, 2004. <http://www.conferenceboard.com>.
Quinn, Barbara, Robert Cooke, and Andrew Kris. Shared services : mining for corporate gold. Harlow, UK : Pearson Education Ltd., 2000.
Call number: has been ordered
Schulman, Donniel S. et al. Shared services : adding value to the business units. New York : Wiley, 2003.
Call number: HD 62.13 S531
Segil, Larraine. Measuring the value of partnering : How to use metrics to plan, develop, and implement successful alliances. New York : AMACOM, 2004.
Call number: HD 69 S8 S454
Segil, Larraine. Partnering : the new face of leadership. New York, NY : AMACOM Books, 2003.
Call number: HD 69 S8 P273
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E-Books:
Segil, Larraine. Partnering : the new face of leadership. New York : AMACOM Books, 2003.
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Journal Articles (Print or Electronic):
"Helping hand for small firms on HR." People Management 10.4 (2004): 11.
Abstract: Reports on the shared-service programs on delivering human resource
services to small firms in Great Britain, which are set to end in March 2004.
Areas and issues on personnel management addressed by the programs; Method
of delivering human resource services; Reason behind the launch of the scheme. Full
text.
"Service stations." Financial Executive 16.1 (2000): 32.
Abstract: This article discusses the present state and future prospects of global shared services in the United States and Europe, which goes beyond transaction processing activities in finance. For many companies today, the focus has shifted from efficiency to effectiveness. In fact, the leaders in the field say there is an enormous wealth of information in the detailed data that can be tapped for significant business advantages. Bob Cecil, an executive of Gunn Partners Inc., says that shared service centers concept has proven its worth, and the companies that pioneered it are bringing more functions into shared services. Gunn Partners Inc. is a business process improvement consultancy with operations in the U.S. and Europe. For example, General Motors Corp. has brought such diverse functions as human resources, real estate and travel and meeting arrangements into their centers. Companies are also increasing the value of the concept by integrating their information systems and making end-to-end improvements in finance and other administrative processes.
"The shared services shuffle." Financial Executive 12.3 (1996): 28.
Abstract: This article focuses on the concept and functions of "shared service organizations" which are becoming an integral part of many treasury organizations in the present business world. Shared service is a management concept that is aimed at improving business effectiveness and efficiency. The author provides in the article a detailed description of these services and related proceedings with taking an example of a global organization named Monsanto Corp. with some other companies. One of the benefits of shared services is that the treasury can move cash from one part of the world to the other without getting into arguments with the business units. It is described how treasurers of these companies allocate costs or charges for the shared service organizations at their companies. According to Robert Westoby, director of global treasury operations at Monsanto, as mostly there was no data with which company's executives work, they took the number of transactions that were believed to be performed and then prepare a detailed budget for each of these transactions and functions. Later on they review their efforts to check the correctness of assumptions which were made and whether the process made sense or not.
"What shared services centres want." Strategic Direct Investor (2003): 18.
Abstract: Presents a roundtable discussion on establishing shared services centers by corporations with panelists Hillary Robertson, and Mike Wood of Xansa,
Michel de Zeeuw of Philips and Rene Samek of CzechInvest. Reason corporations established centers; Key factor in establishing more than one center
around the globe;Variations in infrastructure for centers. Full
text.
Arkin, Anat. "Central intelligence." People Management 7.23 (2001): 38.
Abstract: Talks about restructuring of human resource in Great Britain. Information on a shared-service model adopted by PricewaterhouseCoopers in Great
Britain; Purpose of the model. Full
text.
Arkin, Anat. "Return to centre." People Management 5.9 (1999): 34.
Abstract: Asks whether recentralization is a substantial trend. Factors driving recentralization; Discussion on the forms of recentralization; Significance of setting
up shared services. Full
text.
Clay, Gerald S., et al. "Creating long-term success through expanded "Partnering". Dispute Resolution Journal. 59.1 (2004): 42.
Abstract: This article describes a partnering model which can create conditions to reduce and avoid disputes on long-term ventures. The partnering process creates
a proactive environment in which the participants learn the importance of teamwork. For partnering to have the desired effect, project participants
must develop a working relationship based on mutual respect and trust. The seeds of cooperation and collaboration cannot grow when the participants
suspect each other's motives and agendas. Consequently, the partnering process stresses the importance of honest communication and moving
beyond differences to achieve common goals. When partnering is successful, it enhances business relationships and makes the participants want
to do business again. It also has other benefits. It empowers the employees of the participants, giving them added responsibility. It also addresses
concerns of other stakeholders, such as private developers, community groups, governmental organizations, and regulatory authorities, since
they can be invited to participate in the partnering process. This can help build widespread support for a project. As of February 2004,
partnering has been used mainly in the construction sector. But it has a wider application because its principles, namely good communication,
cooperation, collaboration, common goals, dispute avoidance, and resolution are universal. Adapted to particular purposes, partnering has untapped
potential to benefit business, government, and civil society organizations in many different kinds of long-term projects. Fullext.
Ferrarini, Elizabeth M. "Shared pain." Computerworld 35.16 (2001): 46.
Abstract: Focuses on the challenges faced by companies offering shared services for information technology (IT). Responsibilities of IT shared service groups; Benefit
offered by outsourcing analysis; How shared service group can become customer-focused. Full
text.
Fisher, Liz. "A problem shared." Accountancy 122.1260 (1998): 36.
Abstract; Offers information on the establishment of shared service centers as opposed to outsourcing of accounting functions. Cost effectiveness of utilizing shared service centers; Goal of the centers to optimize business support processes and consolidating them into a few locations; Processes best suited to shared services; Implications of shared services on financial reporting requirements.
Frost, Leland I. "Shared services: four success stories." Supply Chain Management Review 6.6 (2002): 38.
Abstract: Focuses on the success of the shared services capability in the supply management space of four major businesses. Business support services of Alcoa
Aluminio SA; BHP Billiton Ltd.'s leveraging of the firm's procurement power; Global Business Services organization established by Procter & Gamble
Co.; Efficiency of the supply management chain at Southwestern Bell Communications Services Inc. INSET: Shared Services: What is it? Fulltext.
Forst, Leland I. "Shared services grows up." Journal of Business Strategy 22.4 (2001): 13.
Abstract: Focuses on shared services organizations. Savings of companies that converted to shared services functions; Management of shared services; Impact
of Internet on shared services. Full
text.
Reason, Tim. "Share where?" CFO 16.10 (2000): 101.
Abstract: Explores the trend toward Web-based shared services which uses the concept of decentralization to increase efficiencies in business enterprises. Instant gratification to customers provided by shared services; Impact of the adoption of enterprise resource planning on the emergence of shared services; Percentage of companies employing shared services to address various functions.
Full text
Robb, Allan. "Bringing up the next generation." Banker 150.889 (2000): 94.
Abstract: Outlines changes that may be necessary in the concept of shared services centers (SSC). Scope of activities; Examples of leading organizations in SSC; Changes including consolidation of more regions, business units or functions; Consolidation of existing SSCs; Bringing in more activities or functions; Re-engineering or continuous improvement; More use of advanced information technology; Simplifying tax and legal structures.
Silverman, Les. "Achieving a better balance between numbers and scale." Foundation news & commentary. 45.3 (2004): 51.
Abstract: Presents several factors to consider to achieve a balance between numbers and scale of nonprofit organizations. Merger or great use of partnerships
and shared service arrangements; Use of intermediaries for administrative and program services; Mechanisms and institutions for funding the growth
of successful nonprofits. Full
text .
Ulrich, Dave. "Shared services: from vogue to value." Human Resource Planning 18.3 (1995): 12.
Abstract: Focuses on the usability of shared services model for organizations and human resources utilization. Reason on indispensability of shared services
to companies; Description on operational procedure of shared services; Common pitfalls of shared services management. Fulltext.
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Web Sites:
Accenture. Shared Services. Sept. 9, 2004.<URL>
International Quality & Productivity Center. Shared services & outsourcing network. Sept. 9, 2004. <URL>
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