Managing Interorganizational Relations: Design of Shared Services Centre

The last revision of the EMAS (Eco Management and Audit Scheme) Regulation encouraged a cluster approach to increase the participation of the organizations and to involve local stakeholders in the commitment to sustainability. Our research activity intends to partially fill the literature gap in the field by investigating the Italian cluster approach to EMAS, characterized by the creation of a cluster Managing Committee (MC)—which can receive an EMAS Cluster Certificate—in order to improve the implementation of the scheme. We investigated the effectiveness of MCs actions on different stakeholder categories in the nine Italian clusters with EMAS Cluster Certificate. We present the results of a survey conducted through different stakeholder categories in the considered clusters. The main goals of the investigation are to determine the effectiveness of EMAS Certificate for: local stakeholder involvement, network creation, environmental performance improvement and the increase in EMAS single registration. We find that EMAS Cluster Certificate is perceived as effective in improving environmental performance of the area and enhancing cluster image. Despite the recognition of these positive aspects, few organizations showed interest in EMAS registration because of the costs involved and the lack of incentives available from public institutions

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“…Integration of organizations into groups (partnerships, alliances, networks, kairetsu, clusters, etc.) becomes imperative [31].…”

Section: Introductionmentioning

confidence: 99%

EMAS Regulation in Italian Clusters: Investigating the Involvement of Local Stakeholders

Merli

D’Amico²,

Preziosi

et al. 2014

Sustainability

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“…According to Quinn et al (2000), companies opt for shared services to avoid duplicate activities; such practice is done between organizations, or the most common, between business units within the same companies. A shared service center is a corporate structure whose function is to combine non-strategic activities divided by the company, with the objective of serving internal clients with superior quality external outsourcing and generating value for the company (Schulman et al, 2001;Petkovic & Lazarevic, 2012;La Salle, 2009).…”

Section: Literature Reviewmentioning

confidence: 99%

Shared Service Center: measuring performance from the perspective of the customer, supplier and theory

Oliveira

Barbosa

et al. 2022

J. Perspect. Manag.

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Shared service centers have become one of the most discussed models and have been widely diffused by companies. It helps to reduce costs and to standardize operational processes, bringing more efficiency. But there is still a dilemma under its performance, the gain in processes centralization and especially when compared to outsourcing services. The intention of this article is to demonstrate the various perceptions of this model, comparing the views of the client, the supplier and the available theory. A bibliographic review and a case study were applied and demonstrated that in shared service center, the specialization workforce is a strong ally. Also, it centralized the processes with scale gain, eliminated distance between the units, improved the information technology processes and improved communication.

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“…Numerous research has confirmed that it is necessary to adapt the design of the organization, i.e.., its strategy, structure, processes, culture and HR, for successful application of technology [4]. Also, it is important that the organization has the developed and informed work environment which represents a good technological support for redesigning work, business and information processes (workflow management) [5]. Through time it is shown that one of the key factors which determine the success of applying ICT are human resources, that is, knowledge, skills and abilities of employees [20,21].…”

Section: The Significance Of Ict For Contemporary Organizationsmentioning

confidence: 99%

The Impact of Information and Communication Technology on Human Resources

Lukić

2016

Proceedings of the International Scientific Conference - Sinteza 2016

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Information and communication technology (ICT) has penetrated all the areas of our lives and work and has become their integral part. The success of modern organizations, regardless of their size and activity, is increasingly becoming molded by ICT. Thereby, numerous researches have attempted to identify what determines the success of using this technology. The conclusion is that the employees, as the most important resource of every organization, along with human knowledge, skills, potentials and abilities, are one of the crucial factors which determine the success of ICT application. The subject of this paper is the analysis of the impact of contemporary ICT on human resources. Along with the positive effects, the paper also presents negative implications of ICT on employees, which have started to appear in practice.

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Managing Interorganizational Relations: Design of Shared Services Centre

Cited by 8 publications

References 10 publications

EMAS Regulation in Italian Clusters: Investigating the Involvement of Local Stakeholders

EMAS Regulation in Italian Clusters: Investigating the Involvement of Local Stakeholders

Shared Service Center: measuring performance from the perspective of the customer, supplier and theory

The Impact of Information and Communication Technology on Human Resources

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