Shared Service Centers as a Tool for Intellectual Capital Management

Agostinho Pinto, Eusébio Costa, Paulo Alves


In the search for organizational models to improve quality, efficiency and effectiveness, we are faced with the paradigm of Shared Service Centers (SSC) and Intellectual Capital Management (ICM). SSC have demonstrated great success in organizational management and ICM is considered one of the most important assets for the survival of organizations. In a public administration context, the challenge has been to demonize - to state that these two realities can bring benefits to the organization and leverage a process of change.The present study was developed with the objective of recognizing Factors that Benefit and Factors that Discourage the implementation of a SSC and, in addition, it was studied how the SSC can enhance the ICM in the analysed institution. With a positivist epistemological positioning and a quantitative and qualitative methodological approach, the case study method was applied. Empirical data were collected through document analysis and a questionnaire survey. From the data collected, the internal consistency of the indices was analysed, using the Cronbach Alpha coefficient, the absolute and relative frequencies for each indicator, the Level of Concordance of the statements and the Pearson correlation between the indicators of each group. This research also demonstrates that the SSC model in public administration enhances the ICM by improving the quality and gain in efficiency and effectiveness of services provided.


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