RESEARCH PAPER
Organisational Structures of Shared Services Centres (SSC): A Transaction Cost Economics Approach
More details
Hide details
1
Katedra Finansów Ilościowych i Uczenia Maszynowego, Wydział Nauk Ekonomicznych, Uniwersytet Warszawski, Polska
Submission date: 2023-04-26
Final revision date: 2024-01-29
Acceptance date: 2024-02-19
Publication date: 2024-06-28
Corresponding author
Szymon Maciej Lis
Katedra Finansów Ilościowych i Uczenia Maszynowego, Wydział Nauk Ekonomicznych, Uniwersytet Warszawski, Polska
GNPJE 2024;318(2):112-130
KEYWORDS
JEL CLASSIFICATION CODES
ABSTRACT
The article aims to analyse the transaction costs of creating Shared Services Centres
(SSC) as exemplified by two private companies and the Government Administration
Support Centre (COAR). Within the framework of an approach based on
transaction cost economics, two hypotheses were formulated: (1) the more resources
a company possesses, the more the enterprise strives to utilise these resources by
establishing an SSC, and (2) the higher the strategic value of assets, the more justified
a company’s focus is on maintaining and utilising them internally, concentrating
them within the SSC. The qualitative analysis conducted, including partially
structured interviews and contracts with the analysed entities, validated both
hypotheses. Within the SSC, key issues were identified, such as ensuring high-quality
services and their continuous improvement, reducing opportunism, measuring
service quality, valuing the effects of the implemented contract, and establishing efektyweffective
communication within the given structure. The applied solutions were
diverse, and the study showed a significant impact of three factors – processes,
relational mechanisms, and organisational structure – which together affect both
categories of transaction costs: management, related to the adaptive decision-making
process, and measurement, concerning the impact of information.
REFERENCES (72)
1.
ABSL [2022], Sektor nowoczesnych usług biznesowych w Polsce.
2.
Aluchna M. [2015], Własność a corporate governance. Systemy, rynki, przedsiębiorstwa, Poltext, Warszawa.
3.
Amiruddin R., Aman A., Md Auzair S., Hamzah N., Maelah R. [2013], Mitigating risks in a shared service relationship: the case of a Malaysian bank, Qualitative Research in Accounting & Management, 10 (1): 78–93.
4.
Balon U., Dziadkowiec J. [2010], Klient wewnętrzny i zewnętrzny w systemie zarządzania jakością, Zeszyty Naukowe UEK, 185: 17–40.
5.
Bergeron B. [2002], Essentials of shared services, John Wiley & Sons, New York.
6.
Brown A. E., Grant G. G. [2005], Framing the frameworks: A review of IT governance research, Communications of the Association for Information Systems, 15 (1): 38.
7.
Brown T. L., Potoski M. [2005]. Transaction costs and contracting: The practitioner perspective, Public Performance & Management Review, 28 (3): 326–351.
8.
Cao B., Wang X., Zhang W., Song H., Lv Z. [2020], A many-objective optimization model of industrial internet of things based on private blockchain, IEEE Network, 34 (5): 78–83.
9.
Chen X., Dai Q., Na C. [2023], How finance shared services affect profitability: an IT business value perspective, Information Technology and Management, 2: 1–16.
10.
Cuevas-Vargas H., Estrada S., Larios-Gómez E. [2016], The effects of ICTs as innovation facilitators for a greater business performance. Evidence from Mexico, Procedia Computer Science, 91: 47–56.
11.
De Haes S., Van Grembergen W. [2005], IT governance structures, processes and relational mechanisms: Achieving IT/business alignment in a major Belgian financial group, w: Proceedings of the 38th Annual Hawaii International Conference on System Sciences: 237b–237b, IEEE.
12.
Eling M., Schmeiser H., Schmit J. [2007], The Solvency II process: Overview and critical analysis, Risk Management and Insurance Review, 10 (1): 69–85.
13.
Elsbach K. D. [2002], Intraorganizational institutions, w: Baum J. A. C. (red.), Blackwell Companion to Organizations: 37–57, Blackwell, Oxford.
14.
Elston T., Dixon R. [2020], The effect of shared service centers on administrative intensity in English local government: A longitudinal evaluation, Journal of Public Administration Research and Theory, 30 (1): 113–129.
15.
Ferreira C., Janssen M. [2022], Shaping the Future of Shared Services Centers: Insights from a Delphi Study About SSC Transformation Towards 2030, Journal of the Knowledge Economy, 14 (4): 1–20.
16.
Galbraith J. K. [1980], A theory of price control, Harvard University Press, Cambridge.
17.
Gatautis R., Medziausiene A., Tarute A., Vaiciukynaite E. [2015], Towards ICT impact framework: Private and public sectors perspective, Journal of Economics, Business and Management, 3 (4): 465–469.
18.
Gereffi G., Fernandez-Stark K. [2010], The Offshore Services Industry: A Global Value Chain Approach, Center on Globalization Governance and Competitiveness, Duke University, Durham.
19.
Global Shared Services [2017], Survey Report, Deloitte.
20.
Gonzalez A., Schreiber B., Farah A. J. [2019], Beyond cost efficiencies in shared service centers. Alternative focus to maximize shared service center value generation, Arthur D. Little Global.
21.
Grant G., McKnight S., Uruthirapathy A., Brown A. [2007], Designing governance for shared services organizations in the public service, Government Information Quarterly, 24 (3), 522–538.
22.
Gummesson E. [2000], Qualitative methods in management research, Sage.
23.
Hardt Ł. [2005], Instytucje a koszty transakcyjne w nowej ekonomii instytucjonalnej, Gospodarka Narodowa, 1–2: 1–19.
24.
Hardt Ł. [2006], Narodziny i ewolucja treści znaczeniowej wyrażenia „koszt transakcyjny”, Gospodarka Narodowa, 11–12: 1–24.
25.
Herbert I. P., Seal W. B. [2012], Shared services as a new organisational form: Some implications for management accounting, The British Accounting Review, 42 (2): 83–97.
26.
Huh D. W. D. [2023], Firm Status and Scope: A Dynamic View, Journal of Behavioral and Applied Management, 23 (2): 52–59. Institute of Management Accountants [2000], Implementing Shared Services Centers.
27.
Izdebski H. [2007], Od administracji publicznej do public governance, Zarządzanie Publiczne/Public Governance, 1: 7–20.
28.
Janssen M., Joha A. [2006], Motives for establishing shared service centers in public administrations, International Journal of Information Management, 26 (2): 102–115.
29.
Joha A., Janssen M. [2008], Emerging shared service organizations and the service-oriented enterprise: Critical management issues, Strategic Outsourcing: An International Journal, 1 (1): 35–49.
30.
Joha A., Janssen M. [2011], Types of shared services business models in public administration, w: Proceedings of the 12th Annual International Digital Government Research Conference: Digital Government Innovation in Challenging Times: 26–35, ACM.
31.
Jung J. C., Im J. [2023], How does social trust affect corporate financial performance? The mediating role of corporate social responsibility, Business Ethics, the Environment & Responsibility, 32 (1): 236–255.
32.
Kagelmann U. [2001], Shared Services als alternative Organisationsform: Am Beispiel der Finanzfunktion im multinationalen Konzern, Deutscher Universitätsverlag, Wiesbaden.
33.
Ketokivi M., Mahoney J. T. [2017], Transaction cost economics as a theory of the firm, management, and governance, w: Oxford Research Encyclopedia of Business and Management,
https://oxfordre.com/business (dostęp: 29.01.2024).
34.
Krause T. A., Swiatczak M. D. [2020], In control we trust!? Exploring formal control configurations for municipally owned corporations, Journal of Public Budgeting, Accounting & Financial Management, 33 (3): 314–342.
35.
Micek G., Działek J., Górecki J. [2010], Centra usług w Krakowie: i ich relacje z otoczeniem lokalnym, Wydawnictwo UJ, Kraków.
36.
Minnaar R. [2013], Governance and Control of Shared Service Centers, w: Shared services as a new organizational form: 85–103, t. 13, Emerald, Bingley.
37.
Minnaar R. A., Vosselman E. [2013], Shared service centres and management control structure change: Exploring the scope and limitations of a transaction cost economics approach, Journal of Accounting & Organizational Change, 9 (1): 74–98.
38.
Modrzyński P. [2018], Globalne trendy w zarządzaniu publicznym – przykład centrów usług wspólnych, Zeszyty Naukowe. Organizacja i Zarządzanie/Politechnika Śląska, 129: 297–311.
39.
Murray J., Kotabe M. [2005], Performance implications of strategic fit between alliance attributes and alliance forms, Journal of Business Research, 58 (11): 1525–1533.
40.
Nagle F., Seamans R., Tadelis S. [2020], Transaction cost economics in the digital economy: A research agenda, Harvard Business School Strategy Unit Working Paper No. 21-009.
41.
Nicholson B., Jones J., Espenlaub S. [2006], Transaction costs and control of outsourced accounting: Case evidence from India, Management Accounting Research, 17 (3): 238–258.
42.
North D. C. [1987], Institutions, transaction costs and economic growth, Economic Inquiry, 25 (3): 419–428.
43.
North D. C. [1997], Transaction costs through time, w: Transaction Cost Economics, Recent Developments: 149–160, Springer Nature, Berlin.
44.
North D. C. [2012], Understanding the process of economic change, w: Worlds of Capitalism: 107–120, Routledge, London.
45.
Ostrom E. [1990], Governing the commons: The evolution of institutions for collective action, Cambridge University Press, Cambridge.
46.
Ou P., Zhang C. [2023], Exploring the contextual factors affecting financial shared service implementation and firm performance, Journal of Enterprise Information Management, ahead-of-print.
47.
Paagman A., Tate M., Furtmueller E., De Bloom J. [2015], An integrative literature review and empirical validation of motives for introducing shared services in government organizations, International Journal of Information Management, 35 (1): 110–123.
48.
Plugge A., Nikou S., Janssen M. [2022], A fuzzy-set qualitative comparative analysis of factors influencing successful shared service center implementation, Industrial Management & Data Systems, 122 (4): 920–941.
49.
Prokopowicz D. [2020], Analysis of the effects of post-2008 anti-crisis mild monetary policy of the Federal Reserve Bank and the European Central Bank, International Journal of Small and Medium Enterprises and Business Sustainability, 5 (1): 1–35.
50.
Qian Y., Gerard R., Chenggang X. [2006], Coordination and experimentation in M-form and U-form organizations, Journal of Political Economy, 114 (2): 366–402.
51.
Rahmati S., Mahdavi M. H., Ghoushchi S. J., Tomaskova H., Haseli G. [2022], Assessment and prioritize risk factors of financial measurement of management control system for production companies using a hybrid Z-SWARA and Z-WASPAS with FMEA method: a meta-analysis, Mathematics, 10 (2): 253.
52.
Reusen E., Stouthuysen K. [2020], Trust transfer and partner selection in interfirm relationships, Accounting, Organizations and Society, 81: 101081.
53.
Rindfleisch A. [2020], Transaction cost theory: past, present and future, AMS Review, 10 (1–2): 85–97.
54.
Rindfleisch A., Heide J. B. [1997], Transaction cost analysis: Past, present, and future applications, Journal of Marketing, 61 (4): 30–54.
55.
Roszkowska M. [2019], Modele koordynacji lokalnych usług publicznych w kontekście ekonomii kosztów transakcyjnych, Kwartalnik Kolegium Ekonomiczno-Społecznego. Studia i Prace, 37 (1): 43–76.
56.
Schulz V., Brenner W. [2010], Characteristics of shared service centers, Transforming Government: People, Process and Policy, 4 (3): 210–219.
57.
Schulz V., Hochstein A., Ubernickel F., Brenner W. [2009], Definition and classification of IT-shared-service-center, AMCIS 2009 Proceedings (265): 1–11.
58.
Scott R. [2013], Institutions and organizations: Ideas, interests, and identities, Sage Publications, New York.
59.
Sent E. M., Kroese A. L. [2022], Commemorating Oliver Williamson, a founding father of transaction cost economics, Journal of Institutional Economics, 18 (2): 181–193.
60.
Simon H. A. [2013], Administrative behavior, Simon and Schuster, New York.
61.
Speklé R. [2001], Explaining management control structure variety: a transaction cost economics perspective, Accounting, Organizations and Society, 26 (4–5): 419–441.
62.
Steinicke S., Wallenburg C., Schmoltzi C. [2012], Governing for innovation in horizontal service cooperations, Journal of Service Management, 23 (2): 279–302.
63.
Strikwerda J. [2014], Shared service centers: from cost savings to new ways of value creation and business administration, w: Shared services as a new organizational form: 1–15, Emerald Group Publishing Limited, Bingley.
64.
Suddaby R., Elsbach K. D., Greenwood R., Meyer J. W., Zilber T. B. [2010], Organizations and their institutional environments – bringing meaning, values, and culture back in: Introduction to the special research forum, Academy of Management Journal, 53 (6): 1234–1240.
65.
Tracey M. [1998], The importance of logistics efficiency to customer service and firm performance, The International Journal of Logistics Management, 9 (2): 65–81.
66.
Ulbrich F. [2006], Improving shared service implementation: adopting lessons from the BPR movement, Business Process Management Journal, 12 (2): 191–205.
67.
Vosselman E., Van der Meer-Kooistra J. [2006], Efficiency seeking behaviour in changing management control in interfirm transactional relationships: An extended transaction cost economics perspective, Journal of Accounting & Organizational Change, 2 (2): 123–143.
68.
Williamson O. [1979], Transaction-cost economics: the governance of contractual relations, The Journal of Law and Economics, 22 (2): 233–261.
69.
Williamson O. [1998], Ekonomiczne instytucje kapitalizmu: firmy, rynki, relacje kontraktowe, Wydawnictwo Naukowe PWN, Warszawa.
70.
Wilusz V. [2020], Centra usług wspólnych jako optymalny model biznesowy dla korporacji o zasięgu globalnym, Ekonomia Międzynarodowa, 32: 308–322.
71.
Zakrzewska-Bielawska A. [2008], Organizational design in the enterprise development process, Wydawnictwo Politechniki Łódzkiej, Łodź.
72.
Zarzycka E., Michalak M. [2013], Centra usług wspólnych (SSC) jako forma organizacji procesów rachunkowości – wyzwania dla praktyki i badań naukowych, Studia i Prace Kolegium Zarządzania i Finansów, 130: 183–207.