A framework for the comparative analysis of HR Shared Services Models

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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.
Original languageEnglish
Title of host publicationElectronic HRM in Theory and Practice
EditorsTanya Bondarouk, Huub Ruel, Jan Kees Looise
Place of PublicationBingley, UK
Number of pages176
ISBN (Print)978-0-85724-973-9
Publication statusPublished - 2011

Publication series

NameAdvanced Series in Management
PublisherEmerald Group Publishing Limited
ISSN (Print)1877-6361


  • IR-77796
  • METIS-277072


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