Index

Citation

Modrzyéski, P. (2020), "Index", Local Government Shared Services Centers: Management and Organizations, Emerald Publishing Limited, Leeds, pp. 229-234. https://doi.org/10.1108/978-1-83982-258-220201006

Publisher

:

Emerald Publishing Limited

Copyright © 2020 Paweł Modrzyéski

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INDEX

Accounting service(s)

, 163

standardization

, 141

Administrative SSCs

, 131

Association of Polish Districts

, 120

“Back-office” services

, 21

Belgian “Copernicus” model

, 14

Benchmarking

, 77

Big Bang

, 28–29, 31, 41, 183

Blockchain technologies

, 199–209

“Boss dilemma”

, 8

British SSCs

, 3

Budgetary units and entities

, 94

Business value

, 42

Capacity building

, 208

Centers of expertise (COE)

, 23

Centralization

, 22, 43–50

Centralized HR

, 22

Centrum Obsługi Administracji Rządowej (COAR)

, 92

Change strategy

, 41

Collaborative Government

, 34

Colorado-Springs

, 10

Commune Self-government Act

, 3

Communes

, 98–99

Cooperation strategy

, 2

Core business of parent companies

, 2–3

Corporate HR

, 23

Cost reduction

, 58

Cryptocurrencies

, 206

Customer orientation

, 40

Decentralization

, 22

Decentralized HR

, 22–23

Degree of outsourcing

, 41

Deloitte Report

, 84, 86

Deloitte study

, 48

Digital technologies

, 16

Digital-Era Governance (DEG)

, 16, 20

Digitization

, 191

initiatives and programs

, 208

Disintermediation

, 207

Districts

, 100–101

Document

processing

, 185

snapshots

, 199

Economic rationale

, 42

Educational units

, 123

Elbląg Shared Service Center (ESSC)

, 120, 123–124, 139

Electronic document workflow (EDW)

, 183–193

in TSSC

, 194–200

Electronic signature

, 194, 196

Embedded HR

, 23

Experimentation spaces

, 208

Financial services

, 21

Gdańsk Shared Service Center (GSSC)

, 119–120

German “slim state” model

, 14

Holdings form (H-form)

, 10

Horizontal, Optional, Incremental SSC (HOI SSC)

, 32

Horizontal Organization form (HO-form)

, 11

Human resources (HR)

, 119

classic approach to

, 25

departments

, 24

management in SSCs

, 119, 143–154

ICT/business orientation

, 41

Independent form (I-form)

, 10

Information technology (IT)

, 2

governance structure

, 41

tools

, 186

Integration potential

, 42

Inter-departmental structures

, 48

“Joined-up” company form (J-form)

, 11

Knowledge sharing

, 208

KPMG study

, 74

Labor

arbitrage

, 68

code

, 131–132, 144

Legal SSCs

, 131

Legal/regulatory driver

, 39–40

Local authorities

, 173

Local government

administration

, 93

SSCs

, 135–136

Local Government Association (LGA)

, 171

Matrix form (MX-form)

, 11

Matrix HR

, 23

Multi-departmental structures

, 48

Neo-Weberian State (NWS)

, 14, 20

New or novelty form (N-form)

, 11

New Public Governance (NPG)

, 16

paradigms

, 35

New Public Management (NPM)

, 13, 34

characteristics and theoretical approaches

, 18–19

features

, 15

NPM-based reforms in OECD countries

, 14

paradigms

, 35

process efficiency and effectiveness

, 17

Non-pedagogical staff

, 127

On trial

, 114

“One-size-fits-all” model

, 207

Organizational structures and management models of SSCs

, 7–20

Outsourced HR

, 23

Outsourcing

, 43–50

Path dependency

, 39

Pedagogical staff

, 127

Piloting

, 208

Poland

forms of organization of processes and tasks

, 97–114

self-government centers for shared services in

, 91–96

Polish Information and Foreign Investment Agency (PAIiIZ)

, 73

Polish legal system

, 113

Polish Ministry of Justice

, 92

Polish SSCs

, 103–104

PricewaterhouseCoopers (PwC)

, 52

Process standardization

, 31

Process stock-taking

, 138

Provinces

, 101–114

Public Finance Act

, 95

Public–private partnerships (PPP)

, 2

Radical performance drivers of designing SSCs

, 68–69

Risk of SSCs

, 172–181

Robotics

, 87

Rugged medium in TSSC

, 194–200

Security policy

, 179

Self-governing administrative units

, 94

Self-government

centers for shared services in Poland

, 91–96

EDW

, 183–193

electronic document workflow and rugged medium in TSSC

, 194–200

forms of organization of processes and tasks

, 97–114

process safety

, 200–209

Service

centers

, 23

delivery

, 75

digitization

, 213

Service Level Agreements (SLAs)

, 26, 80

Service-oriented architectures (SOA)

, 44

Service-oriented Enterprises (SOE)

, 44, 47

consolidation of SOE structure

, 46

integrating, disintegrating and sharing modules in

, 45

Shared Service Centers (SSCs)

, 1–2, 20, 51, 91, 117, 183, 212

accounting SSCs planned and/or implemented in Estonia

, 32

analysis of organizational models and design of provided processes

, 136–143

attributes

, 49

back-office processes

, 109

barriers and problems

, 177

benefits of SSC establishing

, 81–84

British SSCs

, 3

catalog of benefits for SSC creation

, 96

continuum of approaches and governance modes

, 49

creation and functioning

, 26

disadvantages of SSC establishing

, 84–86

efficiency of processes

, 162–172

essence

, 52–57

functional models

, 5, 39

human resource management

, 143–154

implementation schedule for

, 154–162

IT tools in

, 5–6

key design factors

, 70

key elements of SSC building process

, 71

key issues

, 56

key tasks and serviced units managers

, 79

locations

, 72–74

management control

, 179–181

managerial staff work experience

, 150–151

objectives

, 4

organization

, 117–128

organization design options

, 12

organizational structures and management models

, 7–20

principles and key drivers

, 68

process of creating

, 108

reasons for decision to creating

, 67–76

reasons to creating

, 57–67

risk

, 172–181

stages of SSC maturity

, 81

units

, 110

Shared Service Organizations (SSO)

, 44, 46–47

Shared Services & Outsourcing Network (SSON)

, 55, 72

Shared services

, 21, 53

automation solutions

, 63

benefits of SSC establishing

, 81–84

centralization, outsourcing and

, 43–50

characteristics

, 37

complexity and level of sophistication

, 65

delivering

, 76–81

design and delivery process

, 79

differences between shared services and centralization model

, 54

disadvantages of SSC establishing

, 84–86

essence of SSC

, 52–57

functions

, 66

future

, 86–89

market

, 51

organization paths

, 57

value measurement methods

, 58–59

Smart contracts

, 201

Snapshot functions

, 200

Soft skills

, 75

Soft training courses

, 147

Specialization

, 20–21

Strategic importance of SSCs

, 40–41

Supply-side restructuring

, 78

Support services

, 26

Supported unit managers

, 173

Target segment

, 40

Territorial self-government units (TSU)

, 93

Toruń Shared Service Center (TSSC)

, 129, 139, 188, 192

electronic document workflow and rugged medium in

, 194–200

Traditional business model

, 46

Transaction-oriented services

, 27

Trust

, 207

Union of Polish Metropolises

, 120

Unit standardization

, 163

Unitary form (U-form)

, 10–11

Value-added tax (VAT)

, 134

Vertical, Mandated, Big Bang (VMB)

, 32

Webber-based administration organization

, 12

Zakład Ubezpieczeń Społecznych (ZUS)

, 92