A taxonomy of management challenges for developing shared services arrangements

Knol, Arjan J.; Janssen, Marijn; Sol, Henk

doi:10.1016/j.emj.2013.02.006

Cited by 58 publications

(81 citation statements)

References 62 publications

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“…Second, the word "purposefully" implies a degree of intent, meaning that the capabilities are reflected in repeated demonstrations of the ability to engage in deliberate activities. As already noted, HR SSCs perform such activities for the decentral business units (Strikwerda, 2004;Knol et al, 2014). However, HR SSCs have a limited resource capacity and, therefore, have to be selective in allocating resources and/or offering a selected set of HR services to a particular business unit (Redman et al, 2007).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…However, HR SSCs have a limited resource capacity and, therefore, have to be selective in allocating resources and/or offering a selected set of HR services to a particular business unit (Redman et al, 2007). Research has shown that business units compete to obtain beneficial resources from the SSC (Knol et al, 2014) and differ in their reports of the HR SSC's capabilities (Maatman and Bondarouk, 2014). As such, HR SSC capabilities are salient to the extent that an HR SSC demonstrates the capacity to repeatedly and purposefully perform activities for a specific business unit.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…As an example, conflicts in interests might occur when the HR SSC management desires to create strategic value by acting as a strategic business partner, whereas the business units simply request efficient HR services against low costs (Farndale et al, 2009). Second, HR SSCs serve multiple business units which differ in their expectations and therefore require an HR SSC to pursue different goals, for example, to reduce costs or to innovate HR services (Redman et al, 2007;Knol et al, 2014;Hofman and Meijerink, 2015). Finally, HR SSCs often have to satisfy the interests of other stakeholders (e.g.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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Why sharing is synergy

Maatman

Meijerink

2017

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Why sharing is synergy: The role of decentralized control mechanisms and centralized HR capabilities in creating HR shared service value Marco Maatman, Jeroen Meijerink, Article information:To cite this document: Marco Maatman, Jeroen Meijerink, (2017) For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. *Related content and download information correct at time of download. Downloaded by UNIVERSITY TWENTE At 05:03 14 December 2017 (PT)Why sharing is synergy Purpose -HR shared service centers (SSCs) have been claimed to innovate human resource management service delivery by centralizing resources and decentralizing control and, in doing so, create value for other business units. In response, to explain the value of HR shared services for the business units served, the purpose of this paper is to test hypotheses on the joint influence of HR SSC operational and dynamic capabilities and of control mechanism usage by the business units. Design/methodology/approach -A survey methodology was applied to collect data among business unit representatives from 91 business units in 19 Dutch organizations. The data were analyzed using structural equation modeling in AMOS.Findings -This study found that the use of formal control mechanisms (e.g. contracts, service-level agreements) relates negatively with HR shared service value, but that this relationship becomes positive once mediated by informal control mechanisms (e.g. trust and shared language) and operational HR capabilities. Furthermore, it shows that the dynamic capabilities of HR SSCs relate positively to HR shared service value for the business units, but only because of their effect on operational capabilities. Originality/value -Whereas previous studies into HR SSCs have examined the two antecedents independently, this study shows how organizational control and capabilities interrelate in explaining the value of HR shared services.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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Why sharing is synergy

Maatman

Meijerink

2017

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“…Knol et al (2014), por exemplo, reconhecem a pesquisa sobre CSC como um campo ainda incipiente e falho no fornecimento de insights sistemáticos sobre tais desafios. Segundo os autores, a maior parte da literatura objetiva um conjunto limitado de desafios, equivocando-se quanto ao fornecimento de uma visão global, e essa falha, na prática, impede que os gestores saibam quais desafios irão encontrar durante o desenvolvimento do CSC, ficando despreparados para lidar com essas questões, além de se permitir uma lacuna no desenvolvimento da teoria.…”

Section: Gap Entre Literatura E Práticaunclassified

“…Diante da falha da literatura disponível em fornecer uma visão global sistemática de desafios envolvidos com a implementação e gerenciamento de CSC, Knol et al (2014) concebem uma taxonomia de quinze desafios a partir do desenvolvimento de uma revisão literária e estudos de caso proporcionando insights mais significativos a fim de que os gestores e tomadores de decisão se mantivessem preparados para as dificuldades encontradas durante o desenvolvimento do CSC. Os autores ressaltam que os desafios existentes sejam considerados simultaneamente na implementação de um CSC, pois esta pode ser um problema complexo.…”

Section: Desafios E Problemasunclassified

Um estudo sobre a adoção e a implementação de um centro de serviços compartilhados à luz da nova sociologia institucional

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Employees as Active Consumers of HRM: Linking Employees’ HRM Competences with Their Perceptions of HRM Service Value

2015

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Recognizing the importance for companies of having high-quality employment relationships with employees, previous studies have sought to explain the variability in employees' perceptions of HRM service value. However, most of these studies view employees as inactive in employment relationships and, therefore, do not consider whether employees' own attributes affect their perceptions of HRM service value. In accepting the alternative notion that consumers create value "in use, " the current study regards employees as active consumers of HRM practices, and so examines the extent and way in which employees' HRM competences (i.e., knowledge, skills, and abilities) explain the variability in HRM service value. Based on data collected from 2,002 employees in 19 companies in the Netherlands, a positive relationship has been found between employees' HRM competences and their perception of HRM service value, albeit one that is mediated by the perceived quality and nonmonetary costs of HRM services. The main implication of our fi ndings is that employees should be seen as active agents in employment relationships who, through coproducing and consuming HRM services as well as leveraging their knowledge and skills, infl uence the value of HRM services and have the potential to increase or undermine the outcomes of the employment relationship. An exclusive focus on the characteristics of the HRM service providers is also problematic in that it implies that employees are inactive in employment relationships and, hence, have no role in creating HRM service value.

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A taxonomy of management challenges for developing shared services arrangements

Cited by 58 publications

References 62 publications

Why sharing is synergy

Why sharing is synergy

Um estudo sobre a adoção e a implementação de um centro de serviços compartilhados à luz da nova sociologia institucional

Employees as Active Consumers of HRM: Linking Employees’ HRM Competences with Their Perceptions of HRM Service Value

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