Shared service centres in the public sector - building corporate governance or implementing barely-altered organisational changes?

Criticism of the New Public Management (NPM), based primarily on the economic indicators of job evaluation and management efficiency has led to the evolution of this approach and emphasising the role of cooperation as a key element of an efficient public management model - Public Management Governance (PMG) or Collaborative Public Management (CPM). This article presents the role of Shared Service Centres (SSCs) in public management based on a cooperation model both at the level of employees and organisational units. The article also attempts to answer the question whether the process of establishing SSCs can be viewed as the beginning of building corporate governance in public administration, or whether local governments are limited to introducing the necessary organisational changes by implementing a shared service only.