Measuring Service Satisfaction in Shared Service Organizations

Marciniak, Róbert

doi:10.1016/j.sbspro.2013.06.416

Cited by 9 publications

(9 citation statements)

References 2 publications

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“…The use of justice theory in the context of SSC is extremely relevant for academic literature, since the branches that use the services provided by the SSC are treated as their clients (Bergeron, 2003;Ulbrich, 2003Ulbrich, , 2006Janssen & Joha, 2006;Schulz & Brenner, 2010;Marciniak, 2013). According to the results presented, the adaptation of the model proposed by Tax et al (1998) proved to be effective in investigating the impact of perceptions of justice on satisfaction with complaint management in the context of SSC.…”

Section: Final Considerations Limitations and Suggestions For Future ...mentioning

confidence: 96%

“…Using the perspective of procedural justice, in the context of SSC, all the rules of the service provided must be described in its SLA. The SLA between the internal customer and the SSC is very similar to a negotiation between customer and supplier, in which the internal customer can assess whether the service provided by the SSC is in accordance with what is described in the SLA, and, in case of any failure, the client knows how and where to complain (Marciniak, 2013). The second hypothesis of this study is stated below (H2): H2: Perceptions of procedural justice will positively influence satisfaction with the management of the complaint.…”

Section: Justice Theory and Its Dimensionsmentioning

confidence: 99%

“…In their research, the authors detected 25 different theories that were used in research on SSC, and the justice theory was not used in any research on the phenomenon. In the literature, it is possible to find only one study that addresses the satisfaction of services in SSC, which was developed by Marciniak (2013) cator used to measure customer satisfaction in SSC and that it still had several limitations (Marciniak, 2013). In this study, to investigate satisfaction with complaint management, the model developed by Tax et al (1998) was used, but not in the context of marketing, as in the original research, but in the organizational context of the SSC.…”

Section: Introductionmentioning

confidence: 99%

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Complaint management: The impact of post-complaint satisfaction on organizational behavior

Preuss¹,

Santini

Marconatto

2022

RAM, Rev. Adm. Mackenzie

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Purpose: The objective of this research was to investigate satisfaction with the management of complaints through perceptions of organizational justice and its subsequent impact on organizational commitment, involvement, and engagement at work of internal customers in the shared services centers (SSC). Originality/value: We used the model developed and tested by Tax et al. (1998), which in this study was adapted to the organizational context of the SSC. This approach is unprecedented and aims to reduce the defragmentation of academic literature in SSC (Richter & Brül, 2017), which is at an early stage of development (Knol et al., 2014). Design/methodology/approach: This is a quantitative-descriptive cross-sectional study, whose data were collected from internal clients of SSC (employees of the branches) through a survey, resulting in 172 valid answers that were analyzed through structural equation modeling (SEM). Findings: The results obtained indicate that perceptions of distributive and procedural justice affect the satisfaction of internal clients with the management of complaints. Organizational commitment, involvement and engagement are directly influenced by satisfaction with the management of complaints.

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Section: Final Considerations Limitations and Suggestions For Future ...mentioning

confidence: 96%

Section: Justice Theory and Its Dimensionsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Complaint management: The impact of post-complaint satisfaction on organizational behavior

Preuss¹,

Santini

Marconatto

2022

RAM, Rev. Adm. Mackenzie

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“…The area of the SSC is underdeveloped in terms of performance management with the selection of the appropriate performance indicator on the dashboard. Since 2013, a few studies on the performance management aspect have been extensively reviewed (Chang, Kuo, & Wu, 2013;Marciniak, 2013). Bondarouk (2014) mentioned that the concept of SSC has been discussed by many authors, however, research has started exploring the purposes and the implementation processes of the SSC since the 2000s.…”

Section: Introductionmentioning

confidence: 99%

A Conceptual Framework of Sustainability Balanced Scorecard to Enhance the Performance of Shared Service Centre

Ali

Maelah

Meerani³

et al. 2022

AJAP

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Research aim: The paper aims to propose a conceptual framework of a sustainability balanced scorecard that communicates the requisite of SSCs along with aggregation of the three dimensions of Triple Bottom Line (People, Planet, and Prosperity) and four perspectives of the Balanced Scorecard (Financial, Customer, Internal Business, and Innovation and Learning) to the assess appropriate performance indicators and sustainability approach on the management dashboard at SSC. Design/ Methodology/ Approach: This conceptual study is based on a review of prior literature on sustainable performance management in SSCs and in-depth interviews with SSC executives to assess the performance indicators for enhancing corporate sustainability. Research finding: The proposed research framework is a combination of several perspectives of BSC and facets of TBL such as customer, internal business innovation and learning, economy, environment, and social. Theoretical contribution/ Originality: The paper proposed a conceptual framework of sustainable performance management at the organisational level, especially in the shared service industry that can also be applied for future academic research. Practitioner/ Policy implication: The proposed framework may generate new insights for the policymakers and practitioners to guide the practices to strategically refine for effective management dashboards in the shared service industry.

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“…En definitiva, tanto en el campo de la práctica profesional (Galaz, Yamazaki, Ruiz Urquiza, S.C., 2013;Deloitte, 2019;Fane, 2020;Pricewaterhouse Coopers, 2019), como en el campo académico se han desarrollado numerosos estudios sobre los CSC (Bangemann, 2005;Herráiz López, 2016;Marciniak, 2013;Mikson, Fielt, Bandara y Gable, 2013;Passerini, 2008;Petkovic y Lazarevic, 2012;Schulman, Harmer, Dunleavy, y Lusk, 1999;San Martín, 2002;Ulbrich, 2006;Wirtz, Tuzovic, y Ehret, 2015;Zamorano, 2014); sin embargo, hasta el momento no se ha identificado con los recursos de los que se dispone, o alguna investigación que aborde el tema de servicios compartidos vinculado a la gestión de riesgos y gestión estratégica. Por tanto, un estudio que analice la relación entre estos aspectos cobra Gestión de riesgos en la estrategia de transición a un centro de servicios compartidos: percepción de los colaboradores de una empresa transnacional relevancia, resulta necesario y útil tanto para la comunidad científica como para los profesionales.…”

Section: Introductionunclassified

Gestión de riesgos en la estrategia de transición a un centro de servicios compartidos: percepción de los colaboradores de una empresa transnacional

Martínez

Hernández

2022

eyn

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Los centros de servicios compartidos son un modelo de negocio que permite eficientar operaciones, ubicándose geográficamente en lugares estratégicos. Entender la visión global de una organización respecto a los riesgos en la transición de un centro de servicio compartido, conocer la forma en que se ha desarrollado la implementación del proceso de gestión de riesgos de acuerdo con las normas internacionales y analizar la forma en que se integra la administración estratégica a los procesos de gestión de riesgos, son los objetivos de este trabajo. Para ello, se recogió la perspectiva de los colaboradores del CoE mediante una encuesta. Los resultados revelan que el concepto de los riesgos y su gestión son ampliamente conocidos en la organización y se cuenta con un ambiente de control que permite mitigar la mayoría de los riesgos que se presentan, dado que la organización está alineada a las directrices emitidas por el Committee of Sponsoring Organizations of the Treadway Commission (COSO) e ISO-31000 mediante la adaptación de un marco propio y una plataforma robusta como parte de su estrategia de gestión de riesgos. La principal contribución de este trabajo es evidenciar la forma en que una empresa líder en la industria llevó a cabo una gestión de riesgos en la transición de las operaciones de sus países al centro de servicios compartidos.

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Measuring Service Satisfaction in Shared Service Organizations

Cited by 9 publications

References 2 publications

Complaint management: The impact of post-complaint satisfaction on organizational behavior

Complaint management: The impact of post-complaint satisfaction on organizational behavior

A Conceptual Framework of Sustainability Balanced Scorecard to Enhance the Performance of Shared Service Centre

Gestión de riesgos en la estrategia de transición a un centro de servicios compartidos: percepción de los colaboradores de una empresa transnacional

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