The performance of South African shared services

dc.contributor.author	Ramphal, Roy	en
dc.date.accessioned	2013-10-07T14:18:25Z
dc.date.available	2013-10-07T14:18:25Z
dc.date.issued	2011	en
dc.identifier.citation	Ramphal RR. (2011) The performance of South African shared services. South African Journal of Industrial Engineering May 2011 Vol 22(1): 45-54	en
dc.identifier.issn	1012-277X	en
dc.identifier.issn	2224-7890
dc.identifier.uri	http://hdl.handle.net/10500/11681
dc.identifier.uri	http://dx.doi.org/10.7166/22-1-32
dc.description	Please follow the doi link at the top of this item to view the full-text
dc.description.abstract	Many South African companies are adopting the shared services methodology because this structure has led to lower operating costs, greater business efficiency, and improved internal service quality in international companies. Part of a doctoral study on shared services in South African companies shows that their business unit managers have not yet experienced positive rewards from their shared services. This article reports on this study, and suggests a larger-scale research project to validate these findings and to investigate the reasons for the poor performance.
dc.subject	shared services methodology
dc.subject	lower operating costs
dc.subject	greater business efficiency
dc.subject	internal service quality
dc.title	The performance of South African shared services	en

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