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The purpose of this paper is primarily to analyse the implementation of shared services models in business enterprises or private sector and the benefits realised, thereafter; to a greater extent, focusing on the lessons learnt from such operations and exploring the potential of applying similar models in the public sector.

This research attempts to examine whether or not the concepts regarding shared service in the private sector are valid and applicable in the public sector.

Even though the shared services concept and related models are significantly prevalent across the business enterprises or private sector and government sector, the author argues that the shared services model developed in the private sector may further significantly facilitate governments and public agencies in dealing with the recent changes (i.e. due to global financial crisis) in their environments and to become more effective and efficient.

This paper brings together some of the key discussions from the business and private sector on shared services and discusses their applicability in the public sector context.

The legislation on shared parental leave that came into force on 1st of December 2014 is aimed at giving working mothers the opportunity to return to work early if they so choose after childbirth to continue with their career and also to give fathers the opportunity to be involved in the lives of their new-born. However, past research has demonstrated a very low uptake on shared parental leave. This paper aims to argue that working parents’ awareness on the existence of the legislation is key to its effectiveness.

A qualitative study approach was adopted to assess the importance of awareness. A sample of 40 eligible working parents were informally interviewed for 10 min to ascertain whether they know about shared parental leave. Participants were recruited at a primary school fair. The 40 parents were workers in different sectors which included care, hospitality, security, education, finance, retail and construction.

The findings indicated that awareness may be one key factor as to why the uptake of shared parental leave was low. It was also evident from the results that employers do not inform eligible employees of the existence of shared parental leave or support and encourage them to take shared parental leave. This paper concludes that to assess the effectiveness of shared parental leave, awareness is key.

The findings of this article are obtained from a limited time interview data. This paper is a basis for a bigger research project particularly on the reasons why mothers may or may not want to share their maternity leave.

Existing research has surveyed some employers and their employees and concluded uptake statistics based on their data. This study demonstrates that more awareness is required which has not been done yet. This research is part of an ongoing project investigating the reasons why mothers may or may not want to share their maternity leave, given that the legislation made mothers “gatekeepers” to the effectiveness of shared parental leave.

The purpose of this paper is to find the new analysis method of virtual team effectiveness in team building, as well as various HR tools.

This paper investigated 62 virtual teams, distinguished between identified mental models and distributed mental models, tested the relation among team characteristics, and shared mental models and virtual team effectiveness using hierarchical linear modeling.

Results demonstrated that time would enhance the effect of shared mental models on task effectiveness; virtual team size would affect the relation between shared mental model and cooperative effectiveness, team size could enhance the effect of identified mental model on cooperative effectiveness, but weaken the relation between distributed mental model and cooperative effectiveness. A need is found for application of hierarchical linear modeling of shared mental model on virtual team effectiveness.

Accessibility and availability of data are the main limitations which apply.

This paper presents a new approach of optimal choice of virtual team building. The paper is aimed at HR and psychological researches and managers, especially those who dealt with people, and provides very useful advice for team management in enterprises.

Drawing on power approach-inhibition theory, this study aims to theorize a cross-level model to examine how team member personal power (i.e. expert power and referent power) impacts shared leadership through activating their taking charge behaviors in R&D teams, as well as the moderating effect of team learning orientation on the relationship between team member taking charge behaviors and shared leadership.

With multisource data collected from 264 employees in 58 R&D teams from 13 companies, this study tested the hypotheses of the cross-level theoretical model using Mplus 7.4.

The results showed that team member expert power was positively related to their taking charge behaviors, which in turn led to shared leadership, while team member referent power was not significantly related to their taking charge behaviors. Furthermore, the positive relationship between team member taking charge behaviors and shared leadership was strengthened by team learning orientation.

This paper offers suggestions regarding how vertical leaders should pay attention to team member power to promote their change-oriented taking charge behaviors and address team learning to strengthen the effect of team member taking charge behaviors on shared leadership.

By echoing the changing focus towards a shared leading process among team members in leadership literature, this paper provides important insights for both scholars and practitioners to understand the role that power plays in activating team member taking charge behaviors which in turn improves shared leadership.

As team members temporarily assume the role of leader, a system of shared leadership emerges. This study had three purposes: (a) to test the underlying three dimensions of shared leadership behaviors, (b) to examine the relationship between shared leadership behaviors and team performance, and (c) to examine the mediating effect of trust between team members’ perceptions of shared leadership and performance.

We used the sub-dimensions of shared leadership: relation-oriented shared leadership (ROSL), task-oriented shared leadership (TOSL), and creativity-oriented shared leadership (COSL). We collected survey data from college student teams at two different time points.

This study’s factor analysis results supported a second-order factor model that explains shared leadership with TOSL, ROSL, and a new COSL construct. Additionally, we discovered that shared leadership behaviors predicted team performance both directly and indirectly through team trust.

This study confirms the role of the new sub-dimension of COSL originally discovered by video analysis of project teams (Leight et al., 2018), thereby adding value to shared leadership research. This quantitative study supports the COSL with TOSL and ROSL in a second-order model where each component contributes unique input into the team dynamics. Our findings underscore the significance of shared leadership in elevating team trust, ultimately resulting in improved team performance. This insight holds particular relevance for educational management and leadership, offering a framework for understanding how shared leadership practices can positively influence team dynamics within academic contexts.

The organizational behavior and management literature has devoted a lot attention to processes and technology in organizational learning. There has been little work to examine the effect of shared vision on organizational learning. The purpose of this paper is to highlight the importance of shared vision as a development tool to build an organizational learning capability.

The existing shared vision and organizational learning literature was reviewed, and the salient points on how shared vision promotes organizational learning discussed.

The paper offers a view on how leaders can use shared vision to develop organizational learning capability. Practicing managers would then be able to help promote organizational learning with the shared vision as a guide on what to learn from the internal and external environment.

This paper contributes to the existing organizational learning and leadership literature by introducing the idea of shared vision promoting organizational learning.

Small manufacturing companies make up the base industrial backbone of many countries including the USA. Even though CIM is generally believed to help manufacturers to compete globally, small companies are not able to adopt the technology owing to CIM′s substantial investments and its associated high risk. An alternative CIM approach is urgently needed. Proposes a shared CIM system for various types of production environments including make‐to‐stock (MTS), assembled‐to‐order (ATO), make‐to‐order (MTO), and engineered‐to‐order (ETO). Analysis based on production logic was performed in order to develop a series of guidelines for the successful application of shared CIM systems in the above production companies. It was found that the shared facility capacity allocation was the most important activity in the production‐planning process, the degree of co‐operation being highest in an ETO environment. The key success in the operation of the system will depend on the co‐operation of production planning in MTS and ATO environments, co‐operation of production control in an MTO environment, and co‐operation in engineering‐design and production control in an ETO environment.

“Shared purpose,” understood as a widely shared commitment to the organization’s fundamental raison d’être, can be a powerful driver of organizational performance by providing both motivation and direction for members’ joint problem-solving efforts. So far, however, we understand little about the organization design that can support shared purpose in the context of large, complex business enterprises. Building on the work of Selznick and Weber, we argue that such contexts require a new organizational form, one that we call collaborative. The collaborative organizational form is grounded in Weber’s value-rational type of social action, but overcomes the scale limitations of the collegial form of organization that is conventionally associated with value-rational action. We identify four organizational principles that characterize this collaborative form and a range of managerial policies that can implement those principles.

While there is a growing body of research demonstrating that HR Shared Services can offer a value-creating structure for HRM within organizations, there remains considerable room for improving our understanding of it. The premise of this chapter is that the mixture of HR Shared Services outcomes leans on the diversity of the governance structures, which rest in turn on several contingency factors. This means that every HRM Shared Services Model (SSM) is unique in its structure, and thus the value proposition of every HRM SSM is unique. Therefore, instead of promoting a standard package of values expected from HR shared services, organizations should develop unique value propositions that are contingent on their unique governance structures.

This is a case study on the opportunities provided by Open Source library systems and the experience of delivering these systems through a shared service.

This chapter derives from desk research, interviews, and direct involvement in the project. The format is a case study, setting out a detailed timeline of events with information that can be applied in other settings.

This chapter presents reflections on the value and limitations of collaboration amongst libraries and librarians on an innovative approach to library systems and technologies. It also presents reflections on lessons learned from the processes and detailed discussion of the success factors for shared services and the reasons why such initiatives may not result in the outcomes predicted at the start.

Libraries and IT services considering Open Source and shared service approaches to provision will find material in this study useful when planning their projects.

The nature of collaboration and collaborative working is studied and observations made about the way that outcomes cannot always be predicted or controlled. In a genuine collaboration, the outcome is determined by the interactions between the partners and is unique to the specifics of that collaboration.

The case study derives from interviews, written material and direct observation not generally in the public domain, providing a strong insider’s view of the activity.