Exploring Shared Services from an IS Perspective: A Literature Review and Research Agenda <s> 13 <s> Purpose – The purpose of the paper is to demonstrate that significant improvements through business process re‐engineering can still be achieved after the implementation of enterprise resource planning systems. While the business process re‐engineering benefits of enterprise resource planning systems have been widely published, the opportunities for process improvement after the installation of integrated systems have not been extensively explored.Design/methodology/approach – This paper results from a case study of the highly successful intervention in the purchasing and accounts payable functions of Mobil Oil Australia Limited undertaken well after the implementation one of the widely used off‐the‐shelf enterprise resource planning systems, SAP (Systems, Applications and Products in Data Processing).Findings – Significant benefits were achieved in the purchasing and accounts payable functions of Mobil Oil Australia Limited, via a focus on best practice and radical process improvement. Invoices and invoi... <s> BIB001 </s> Exploring Shared Services from an IS Perspective: A Literature Review and Research Agenda <s> 13 <s> Purpose – To reveal similarities between the business process reengineering (BPR) and shared service approaches, in order to improve outcomes of shared service implementation processes through lessons learnt from previous BPR projects.Design/methodology/approach – As the focus of this paper is primarily theoretical, the paper starts out with a literature review of developments in the BPR and shared service movements. Similarities between the two change alternatives are discussed and drawn up.Findings – The paper concludes by identifying which previously learnt lessons the emerging shared service movement should take into account from the BPR era when implementing shared services.Research limitations/implications – The paper is primarily based on previous findings from a literature review. To increase insights into the contemporary shared service phenomenon, complementary research in the form of in‐depth case studies are recommended.Practical implications – Based on the similarities between BPR and shared ... <s> BIB002 </s> Exploring Shared Services from an IS Perspective: A Literature Review and Research Agenda <s> 13 <s> The health care sector is characterised by a low division of labour and annually rising costs. In order to increase effectiveness and efficiency, other sectors have implemented a high division of labour and extensive networking, in particular through the use of IT. In the health care sector, however, networking is only progressing at a very slow pace and not along a wide front. While initial approaches to networking already exist at the technical level or for the purpose of process optimisation, holistic approaches are missing. In this article, the authors first show how a generic, holistic framework for designing networked structures can be transferred to the health care sector. Then the concept of networkability and its design objects are introduced. In order to assess networkability, the use of development levels for design objects is proposed so that a maturity stage model can be derived on this basis for the various players in the health care sector. Thereafter the results of an expert workshop regarding the main design objects which determine networkability in the health care sector are presented. The article concludes with a description of the procedure for validating and further developing the findings obtained. <s> BIB003 </s> Exploring Shared Services from an IS Perspective: A Literature Review and Research Agenda <s> 13 <s> Organisations are increasingly looking to realise the benefits of shared services yet there is little guidance available as to the best way to proceed. A framework is presented that considers the service provided, the design of the shared services centre and the organisational context it sits within. Case studies that examine the relevance of that framework and assess the performance of eleven shared services as a first step in determining what specific attributes of each dimension are important and how they should be aligned. It is concluded that there appears to be a single, broadly standard pattern of attributes for successful Shared Services Centres (SSCs). As fundamentals the SSC should aim to realise economies of scale by providing a broad range of transaction processing services using a standardised IT platform. Additional factors associated with successful SSCs include the SSC being held accountable for its results and there being an emphasis on managing the cultural change associated with the introduction of shared services. Beyond these core attributes a number of characteristics that potentially inhibit or facilitate the successful operation of SSCs have also been identified. <s> BIB004 </s> Exploring Shared Services from an IS Perspective: A Literature Review and Research Agenda <s> 13 <s> As businesses reconfigure their value chains and scale up their global expansions, they have to cope with a myriad of complex IT management challenges. This research examines how enterprises realign their global IT strategies for scale, speed, and innovation. Anchored in the IT governance literature, we seek to unravel the required governance structures and processes in balancing the inherent global-local tensions. Through field interviews with CIOs of global enterprises with established Asian presence, we derived a research framework for global IT management. Our findings suggest evolving global-regional-local structural elements in global IT organization supplemented by the institution of horizontal/linking mechanisms. Specifically, the key tension points appear to be in the flexible design of IT service delivery, the facilitation of IT innovation flow, and the nurturing of a global IT management mindset. <s> BIB005 </s> Exploring Shared Services from an IS Perspective: A Literature Review and Research Agenda <s> 13 <s> Shared service has proven to be a key element when it comes to increasing government efficiency by collaboration. Here, we seek to investigate into the shared services phenomenon in the context of government reforms. For this purpose, an interview and document analysis-based multiple case study has been conducted in Germany. The qualitative analysis covers three shared service implementations on the local government level and identifies important preconditions for shared service emergence, namely cost pressure as motive, the existence of key actors promoting the topic and the existence of prior cooperation. Moreover, it is shown that the structure of such previous cooperation determines, if shared services are being organised in a centralised (shared service centre) or decentralised format (shared service network). <s> BIB006 </s> Exploring Shared Services from an IS Perspective: A Literature Review and Research Agenda <s> 13 <s> Shared service centers are a common approach for organizing IT service provisioning. However, current research reveals little that both consultants and scientists maintain a fragmented understanding of the basic characteristics of SSCs and their different variations. From SSCs with free access to external markets, to SSCs with restricted access or no access to external markets, many facets of the SSC require further clarification. Other criteria such as legal form, organizational structure, and accounting approach vary across different departments. The general elements describing SSCs are extracted from literature and show a common understanding. Based on material gathered during focus groups and extensive case studies in 7 SSCs from Europe and North America, our study extracts typical SSC characteristics, as well as their distinctive attributes, and designs a classification grid. This framework is used to classify three typical profiles that have been identified. <s> BIB007
"The delivered services comprise applications in the area of citizen data, human resources, transportation and housing, social and youth affairs, and SAP applications" BIB006 "those investments in enterprise-wide software programs such as ERP Volume 22 systems, or e-commerce solutions, can be realized earlier or at all. Moreover, adjustments -needed to response to external changes such as software evolution or updating systems to legal requirements in, e.g., accounting -will be easier to implement" BIB002 For how things are shared three main themes were identified from inductively identifying instances that explained how sharing took place. Again, detailed documentation was scarce from the IS Literature. The three themes comprise: (1) the structural arrangements for sharing, (2) the organizational boundary within which the sharing occurs, and (3) geographical dispersion of sharing. The analysis captured potential instances of structural arrangements for shared services -how the sharing was structured from an organizational design perspective. Few papers made any attempt to explain the shared services centre as an organizational entity in its own right. Generally, there is little discussion in the IS literature about the structuring of shared services. BIB007 , present a shared services centre as a separate legal entity where contractual agreements are concerned. The relationship to other entities can be that of a preferred service provider BIB004 BIB003  BIB007   or one that is mandated [Borman, 2008a, Weill and  .  discuss the option of using a low-cost captive center that is located offshore combined with the selective use of outsourcing partners. A few authors,  ,  , BIB001 , and BIB007 , briefly mention models of service costing where a shared services centre may apply for separate cost recovery and revenue generation. In terms of the organizational boundary within which the sharing occurs, the literature points to shared services that can occur, on the one hand, within a single organization (intra-organizational) or, on the other, across multiple organizations (inter-organizational In terms of the geographical dispersion of the sharing, the literature points to sharing that can occur at a global level, regional level or local level. These different geographical shared services units are centralized structures to achieve global/regional/local scale efficiencies, through the provision of standardized services and IT infrastructure BIB005 