Relevant bibliographies by topics / Business Process Outsourcing

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Business Process Outsourcing'

Author: Grafiati
Published: 4 June 2021
Last updated: 26 January 2023

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Journal articles on the topic "Business Process Outsourcing"

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Retová, Janette, and Attila Pólya. "Offshore Business Process Outsourcing." Studia commercialia Bratislavensia 4, no. 15 (January 1, 2011): 451–57. http://dx.doi.org/10.2478/v10151-011-0009-9.

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Offshore Business Process Outsourcing This paper focuses on the relatively new growing industry of offshore business process outsourcing, which has provided developing countries with literate language and information technology skilled workforce with an excellent global business opportunity. The main advantages to business process outsourcing, cost versus quality and other reasons for choosing offshore outsourcer and the challenge of high industry attrition rates are briefly analysed here.
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Mutwil, Anita. "Market Analysis of Business Process Outsourcing in Logistics." Marketing i Zarządzanie 42 (2016): 127–38. http://dx.doi.org/10.18276/miz.2016.42-08.

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LUO, YADONG, QINQIN ZHENG, and VAIDYANATHAN JAYARAMAN. "Managing Business Process Outsourcing." Organizational Dynamics 39, no. 3 (July 2010): 205–17. http://dx.doi.org/10.1016/j.orgdyn.2010.03.005.

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Fröschl, Friedrich. "Vom luK-Outsourcing zum Business Process Outsourcing." Wirtschaftsinformatik 41, no. 5 (October 1999): 458–60. http://dx.doi.org/10.1007/bf03250675.

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Cocuľová, Jana. "Recruitment Process Outsourcing." Acta Technologica Dubnicae 1, no. 2 (December 1, 2011): 46–53. http://dx.doi.org/10.1515/atd-2015-0045.

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AbstractNowadays outsourcing presents a common way to increase business performance. This way of providing supporting business activities is more often used in the field of human resources. The paper deals with the topic of human resources outsourcing, especially the recruitment process outsourcing and it brings the views of several authors on the advantages and potential risks of its use.
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Tas, Jeroen, and Shyam Sunder. "Financial services business process outsourcing." Communications of the ACM 47, no. 5 (May 1, 2004): 50. http://dx.doi.org/10.1145/986213.986238.

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Namasivayam, S. "Profiting from business process outsourcing." IT Professional 6, no. 1 (January 2004): 12–18. http://dx.doi.org/10.1109/mitp.2004.1265537.

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Sen, Falguni, and Michael Shiel. "From business process outsourcing (BPO) to knowledge process outsourcing (KPO): Some issues." Human Systems Management 25, no. 2 (May 16, 2006): 145–55. http://dx.doi.org/10.3233/hsm-2006-25207.

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There has been a growth in the amount of outsourcing in general and business process outsourcing in particular. Now a number of firms are beginning to outsource knowledge processes as well. This is being partly fuelled by an increasing shortage of skilled labor in industrialized countries while some emerging nations have a large pool of highly skilled workers at lower wages. Technological, political, and strategic changes and an improved ability to manage the inherent risks are some of the other reasons explaining its potential growth. Providers of these services are either moving up the knowledge intensity value chain with existing clients or are entering new opportunities in specific industries such as healthcare/pharmaceutical, legal and financial services. These services are more profitable to the providers than the standard business process outsourcing but require more expensive investments in infrastructure as well as specialized skill sets with more depth and domain knowledge. The structuring and management of this type of outsourcing is also very complex and fraught with new risks. This paper presents a number of issues related to knowledge process outsourcing from the client firm and the provider's perspectives. The issues are derived from five cases studied by the authors in India and Ireland.
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Suresh, Sukruth, and T. Ravichandran. "Vendor Gains in Business Process Outsourcing." Academy of Management Proceedings 2016, no. 1 (January 2016): 14697. http://dx.doi.org/10.5465/ambpp.2016.14697abstract.

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Lacity, Mary, and Leslie Willcocks. "Business process outsourcing and dynamic innovation." Strategic Outsourcing: An International Journal 7, no. 1 (February 11, 2014): 66–92. http://dx.doi.org/10.1108/so-11-2013-0023.

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Purpose – This paper aims to answer the question: how do clients and BPO service providers work together to foster dynamic innovation? Dynamic innovation is a process by which clients incent providers to deliver many innovations each year that improve the client's performance in terms of operational efficiency, process effectiveness and/or strategic impact. Design/methodology/approach – The paper is based on research conducted in 2011 and 2012 and includes 202 survey responses and 48 in-depth interviews in 24 client organizations. Findings – The most effective innovation incentives are mandatory productivity targets, innovation days, and gain-sharing at the project level. Threat of competition and special governance arrangements for innovation also positively influence innovation. The least successful incentives for innovations were found to be innovation funds, gainsharing at the relationship level, what has been called “pain-sharing”, and benchmarking. Research limitations/implications – The 24 BPO relationships do not represent a random sample, but rather a convenience sample. The authors aimed to understand emerging best practices from high-performing BPO relationships, thus the paired interview samples are purposefully biased towards higher-performing relationships. Practical implications – Delivering innovations requires a process the authors call AIFI – acculturating, inspiring, funding, and injecting. The research finds that leadership pairs are key drivers of the dynamic innovation process. Leadership pairs jumpstart the dynamic innovation process by starting with innovation incentives. Even so, just having one right leader makes a positive difference. The positive difference is stronger if that leader is on the client side rather than the provider side. With no right leaders, the practices that the authors describe are less efficacious but still have positive impacts on the levels of innovation experienced. Originality/value – In the ITO and BPO literatures, researchers have under-examined the more strategic drivers of outsourcing, including innovation. This research examines the process and practices that deliver dynamic innovation in client organizations.
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Dissertations / Theses on the topic "Business Process Outsourcing"

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Pålsson, Joakim, and Bo Helmér. "Outsourcing eller Business Process Outsourcing : En jämförande studie." Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-6597.

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Denna studie behandlar de två koncepten outsourcing och business process outsourcing samt möjligheter och risker med nämnda koncept. Genom studier av ämnena business process outsourcing samt traditionell outsourcing har författarna påträffat sådan information som indikerar och tydliggör sådant som i litteraturen uppfattas som centralt då det kommer till möjligheter och risker då med de båda koncepten.

Syftet med studien är att beskriva dessa koncept och jämföra dess risker och möjligheter. Någon förförståelse av det studerade området har inte författarna. Med anledning av att leverantörerna av ovanstående tjänster inte haft möjlighet att delge författarna vilka deras kunder är har studien begränsats till skriven litteratur samt leverantörernas uppfattning om risker och möjligheter med dessa tjänster. Studien är utformad dels med en deduktiv metod vilket inneburit litteraturstudier, samt med en kvalitativ metod som inneburit tre djupintervjuer.

Genom att studera outsourcing- och BPO-branschen har författarna kommit fram till tre respondenter vilka anses representativa och väl anpassade för studien, då dessa levererar båda ovan nämnda former av tjänster. Arbetets teoridel är strukturerad på ett tydligt sätt som belyser risker och möjligheter med de båda koncepten, samt en kortare förklaring av faktorer som påverkar valet om att köpa in dessa tjänster eller ej. I empirin ställs frågor baserade på vad teorin menar är risker och möjligheter med de båda koncepten. Här redovisas också de svar författarna erhållit från respondenterna.

Då det gäller att jämföra de båda koncepten är slutsatsen att det kan göras på två olika sätt. Delvis genom att jämföra riskerna och möjligheterna och dels genom att jämföra strukturen på de olika koncepten. Studiens slutsats är att riskerna och möjligheterna med de båda koncepten liknar varandra och flertalet av de identifierade är helt identiska.

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Starfield, Marc. "Human resource business process outsourcing." Diss., University of Pretoria, 2006. http://hdl.handle.net/2263/23687.

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This research was undertaken to explore the potential application of Human Resource (HR) Business Process Outsourcing (BPO) as an appropriate service delivery mechanism. The investigation included the identification of the primary internal drivers and external factors affecting HR departments, to craft the framework within which to consider HR BPO. Then the processes that could be delivered by HR BPO were identified. The study concluded with the identification of the critical success factors for implementing HR BPO and the expected benefits. The research was conducted by means of 26 in-depth, semi-structured interviews with senior HR managers and HR professionals. The respondents represented various industries and sectors and included leading South African organisations and a range of global organisations. The resulting findings first introduce the bridge principle, to ensure that HR transformation is not at the expense of line management. Secondly a decision model, which incorporates benefit realisation principles, was developed to assess the applicability of HR BPO for processes. The findings conclude with a success factor condition table that highlights the critical success factors and their dependencies.
Dissertation (MBA)--University of Pretoria, 2006.
Gordon Institute of Business Science (GIBS)
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Jepsen, Lars Jørgen. "Et studie omkring Business Process Outsourcing i Europa = A study of Business Process Outsourcing in Europe /." Aarhus : Institut for Økonomi, Aarhus Universitet, 2008. http://mit.econ.au.dk/Library/Specialer/2008/19990458.pdf.

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Johnson, David. "Business Process Outsourcing: An Exploratory Study." ScholarWorks@UNO, 2005. http://scholarworks.uno.edu/td/283.

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This study examines the emergence of Business Process Outsourcing (BPO) in white collar occupations. Recent BPO practices are compared to the offshore outsourcing of production in the context of the shift from Fordist to flexible production. The study considers BPO in light of Harry Braverman's theory of work degradation and whether or not BPO extends the traditional division of labor between conception and execution to higher skilled white collar occupations. An exploratory qualitative approach comprised of informant interviews, a focus group, and literature review was used to analyze how BPO occurs, why it happens, and where it takes place. I discuss the role of politics and corporate culture in outsourcing white collar jobs and examine the practice of transitioning workers from client to BPO service providers. The study concludes with a skill-based typology of BPO services and suggestions for policy and future research.
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Souibki, Karim. "Business process outsourcing eine Möglichkeit der Effizienz." Saarbrücken VDM Verlag Dr. Müller, 2006. http://d-nb.info/988777479/04.

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Aegerter, Charles. "Wissenstransfer beim Outsourcing eine empirische Untersuchung von IT- und Business-Process-Outsourcing-Projekten." Saarbrücken VDM Verlag Dr. Müller, 2007. http://d-nb.info/98894880X/04.

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Ohnemus, Jörg. "Empirical analysis of information technology and business process outsourcing." Doctoral thesis, Humboldt-Universität zu Berlin, Wirtschaftswissenschaftliche Fakultät, 2012. http://dx.doi.org/10.18452/16490.

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Diese Dissertation befasst sich in drei empirischen Aufsätzen mit der Auslagerung von Informationstechnologien (IT) und Geschäftsprozessen. Der erste Beitrag untersucht die Auswirkung von IT-Outsourcing auf die Arbeitsproduktivität der auslagernden Unternehmen, wobei ein Endogenous Switching Regression Modell im Rahmen einer Cobb-Douglas Produktionsfunktion verwendet wird. Die Ergebnisse zeigen, dass Mitarbeiter, die hauptsächlich mit einem Computer arbeiten, produktiver sind in Unternehmen die IT auslagern. Daher kann die Computernutzung und IT Outsourcing als komplementäre Faktoren betrachtet werden, die sich beide positiv auf die Arbeitsproduktivität auswirken. Der zweite Aufsatz befasst sich mit der Wirkung von IT Outsourcing auf das Beschäftigungswachstum. Während Outsourcing zumindest kurzfristig oftmals mit einem Beschäftigungsabbau in den auslagernden Unternehmen assoziiert wird, können die mittel- bis langfristigen Auswirkungen von Outsourcing durchaus positiv sein. Durch einen Instrumentalvariablenansatz wird für mögliche Endogenität zwischen Beschäftigungswachstum und IT Outsourcing kontrolliert. Die empirischen Ergebnisse sprechen dafür, dass sich Outsourcing mittelfristig positiv auf das Beschäftigungswachstum der Unternehmen auswirkt. Allerdings zeigt eine separate Betrachtung des verarbeitenden Gewerbes und von Dienstleistungsunternehmen, dass dieser positive Effekt nur für letztere signifikant ist. Der dritte und letzte Beitrag untersucht die Auswirkung der Auslagerung von IT nahen Geschäftsprozessen auf die Unternehmensproduktivität. Diese Analyse basiert auf Paneldaten. Um Verzerrungen durch nicht beobachtbare Heterogenität von Firmen, Messfehler der Variablen und Simultanität der In- und Outputs zu erfassen, werden verschiedene Schätzverfahren im Rahmen einer Cobb-Douglas Produktionsfunktion verwendet. Die Ergebnisse zeigen einen signifikanten positiven Effekt der Auslagerung von Geschäftsprozessen auf die Produktivität der Unternehmen.
This thesis consists of three essays that contribute to the empirical literature on information technology (IT) and business process outsourcing. The first essay analyses the impact of information technology outsourcing on labour productivity in outsourcing firms by using an endogenous switching regression model in a Cobb-Douglas production function framework. Estimation results show that employees who mainly work with a computer are more productive in firms conducting IT outsourcing. Therefore, computer usage and IT outsourcing can be interpreted as complementary factors that positively affect firms’ labour productivity. The second essay refers to the employment effects of IT outsourcing. Even though, in most cases outsourcing is widely associated with accompanied job losses in outsourcing firms, the medium and long term effects of outsourcing can absolutely still be positive. The analysis is conducted by using an instrumental variable approach to account for possible endogeneity between the employment growth rate and IT outsourcing. Estimation results provide empirical evidence that IT outsourcing has a positive effect on a firms’ medium-term employment growth rate. However, dividing the sample into manufacturing and service firms, a significant medium-term positive growth effect of IT outsourcing can only be observed for firms operating in the service sector. Finally, the last essay takes a close look at the impact of IT-related business process outsourcing on firm productivity. This analysis is based on panel data. In order to account for unobserved firm heterogeneity, measurement errors in the variables and simultaneity of inputs and output, different estimation techniques are applied to estimate a Cobb-Douglas production function model. The results clearly reveal a positive and significant impact of business process outsourcing on firm-level productivity.
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Labat, Edwina A. "Strategies for Small Business Leaders to Enter the Business Process Outsourcing Market." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5891.

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Many small businesses in the United States declare bankruptcy within the first 5 years of starting operations. Small business leaders may avoid bankruptcy if they would take advantage of the financial benefits associated with entering the business process outsourcing (BPO) market as service providers. BPO service providers in the United States have experienced significant revenue increases since entering this growing market. This multicase study was an exploration of the strategies small business leaders use to enter the BPO market as service providers to increase revenue and reduce the likelihood of bankruptcy in the metropolitan Atlanta, Georgia, area. The multicase population consisted of 4 small business leaders from 3 companies who successfully entered the BPO market as service providers and increased revenue. The conceptual framework for this study was the resource-based view theory. The data collection process included semistructured interviews, interview notes, and company records. Data were compiled and organized, disassembled into fragments, reassembled into sequence of groups, and interpreted for meaning. Methodological triangulation and member checking validated the trustworthiness of those interpretations. Three themes emerged from the data collected: using professional resources and personal skills to enter the BPO market; entering into trade contracts with BPO clients; and establishing and building on relationships with BPO clients. The implications for positive social change include the potential to increase the success rate of small businesses, improve and revitalize the economic and social conditions of the local community by providing jobs.
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Labat, Edwina. "Strategies for Small Business Leaders to Enter the Business Process Outsourcing Market." Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10974842.

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Many small businesses in the United States declare bankruptcy within the first 5 years of starting operations. Small business leaders may avoid bankruptcy if they would take advantage of the financial benefits associated with entering the business process outsourcing (BPO) market as service providers. BPO service providers in the United States have experienced significant revenue increases since entering this growing market. This multicase study was an exploration of the strategies small business leaders use to enter the BPO market as service providers to increase revenue and reduce the likelihood of bankruptcy in the metropolitan Atlanta, Georgia, area. The multicase population consisted of 4 small business leaders from 3 companies who successfully entered the BPO market as service providers and increased revenue. The conceptual framework for this study was the resource-based view theory. The data collection process included semistructured interviews, interview notes, and company records. Data were compiled and organized, disassembled into fragments, reassembled into sequence of groups, and interpreted for meaning. Methodological triangulation and member checking validated the trustworthiness of those interpretations. Three themes emerged from the data collected: using professional resources and personal skills to enter the BPO market; entering into trade contracts with BPO clients; and establishing and building on relationships with BPO clients. The implications for positive social change include the potential to increase the success rate of small businesses, improve and revitalize the economic and social conditions of the local community by providing jobs.

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Alaeddin, Faten, Frida Lindblad, and Johanna Samuelsson. "Business Process Outsourcing : Vilka faktorer är avgörande vid ett beslut?" Thesis, University of Kalmar, Baltic Business School, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-1902.

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Outsourcing, förflyttning av funktioner till extern part som tidigare funnits i företaget, är ett fenomen som under de två senaste årtiondena har vuxit starkt i världen. Outsourcing har möjliggjort för företag att fokusera på sin kärnverksamhet och därmed erhålla konkurrensfördelar. Business Process Outsourcing är en kategori inom detta område, som innebär att företaget outsourcar hela eller delar av sin ekonomifunktion. Användandet av Business Process Outsourcing har ökat bland de svenska företagen under de senaste åren. Det finns mångtydiga förklaringar till denna framväxt, där en förklaring är att det är en trend. En annan förklarig är att lågkonjunkturen tvingar företag att hitta nya sätt att kostnadsbespara. Det har dock visats att alla initiativ till outsourcing inte blir lyckade, utan att en del företag upplever att de inte uppnått de förväntade fördelarna med outsourcingen. Vi bedömer att det finns ett behov av att kartlägga de för- och nackdelar som finns med Business Process Outsourcing för att hjälpa företag i deras beslutsprocess vid övervägande om att använda Business Process Outsourcing.

Syftet med denna uppsats är att ur fyra olika perspektiv; företag som erbjuder Business Process Outsourcing, företag som använder Business Process Outsourcing, företag som beslutat att inte använda Business Process Outsourcing och företag som använder intern outsourcing, studera och analysera de överväganden som är aktuella i samband med Business Process Outsourcing. Syftet är även att ge vägledning och rekommendationer att beakta vid beslut om Business Process Outsourcing samt skapa en bättre förståelse för ämnet.

Vi har valt att avgränsa vår uppsats till stora svenska företag. Vi har även valt att definiera Business Process Outsourcing som outsourcing av de funktioner som återfinns hos ett företags ekonomiavdelning, som exempelvis lönehantering, fakturering, reskontrabevakning, bokföring men även bokslut, deklaration samt hantering av skatter.

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Books on the topic "Business Process Outsourcing"

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Halvey, John K., and Barbara M. Melby, eds. Business Process Outsourcing. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781119197256.

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Duening, Thomas N., and Rick L. Click. Essentials of Business Process Outsourcing. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2005. http://dx.doi.org/10.1002/9781118386279.

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Murphy, Melby Barbara, ed. Business process outsourcing: Process, strategies, and contracts. New York: John Wiley, 2000.

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Gross, Ju rgen. Business-process-Outsourcing: Grundlagen, Methoden, Erfahrungen. Wiesbaden: Gabler, 2006.

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Business process outsourcing, data protection & information security: With draft outsourcing agreements/arrangements. New Delhi: Wadhwa & Co., 2007.

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author, Willcocks Leslie, ed. Nine keys to world-class business process outsourcing. London: Bloomsbury, 2015.

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Dole, Richard D. A case-study guide to business process outsourcing. Morristown, NJ: Financial Executives Research Foundation, 1998.

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Associated Chambers of Commerce & Industry of India., ed. Doing LPO business in India: 8th July, 2006, Mumbai. New Delhi: The Associated Chambers of Commerce and Industry of India, 2006.

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Nadeau, Lisa. Business process offshore outsourcing: Will Canadian businesses sink or swim? [Ottawa]: Conference Board of Canada, 2005.

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Sharda, Kirti. Configurations of business process outsourcing firms and organizational performance. Ahmedabad: Indian Institute of Management, 2009.

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Book chapters on the topic "Business Process Outsourcing"

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Schönenberg, Ulrich. "Business Process Outsourcing." In Prozessexzellenz im HR-Management, 125–51. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-13325-1_8.

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Maleyeff, John. "Business Process Outsourcing." In Service Science, 191–202. Title: Service science : analysis and improvement of business processes / John Maleyeff. Description: New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9780429320750-14.

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Gilbert, Françoise. "Information Privacy and Security Issues." In Business Process Outsourcing, 443–79. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119197256.ch10.

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Patel, Alpesh B., and Hemendra Aran. "What business process outsourcing means." In Outsourcing Success, 7–28. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230512535_2.

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Wuellenweber, Kim, Wolfgang Koenig, Daniel Beimborn, and Tim Weitzel. "The Impact of Process Standardization on Business Process Outsourcing Success." In Information Systems Outsourcing, 527–48. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-540-88851-2_23.

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Rekik, Mouna, Khouloud Boukadi, and Hanene Ben-Abdallah. "Specifying Business Process Outsourcing Requirements." In Communications in Computer and Information Science, 175–90. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-30142-6_10.

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Schulz-Klingauf, Cord P. "Erfolgsfaktoren des Business Process Outsourcing." In Call Center Benchmarking, 163–77. Wiesbaden: Gabler Verlag, 2005. http://dx.doi.org/10.1007/978-3-322-89041-2_9.

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Klapp, Werner, and Björn A. Welchering. "Prozessoptimierung bei Business Process Outsourcing." In Innovation durch Geschäftsprozessmanagement, 303–18. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-642-17138-3_25.

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Bhat, Jyoti M., Jude Fernandez, Manish Kumar, and Sukriti Goel. "Business Process Outsourcing: Learning from Cases of a Global Offshore Outsourcing Provider." In Handbook on Business Process Management 2, 443–70. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-45103-4_19.

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Sandkuhl, Kurt, Alexander Smirnov, and Nikolay Shilov. "Decomposition of Tasks in Business Process Outsourcing." In Business Information Systems, 296–310. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-59336-4_21.

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Conference papers on the topic "Business Process Outsourcing"

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Bentounsi, Mehdi, Salima Benbernou, and Mikhail J. Atallah. "Privacy-Preserving Business Process Outsourcing." In 2012 IEEE 19th International Conference on Web Services (ICWS). IEEE, 2012. http://dx.doi.org/10.1109/icws.2012.34.

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Saito, Shinobu. "Understanding Key Business Processes for Business Process Outsourcing Transition." In 2019 ACM/IEEE 14th International Conference on Global Software Engineering (ICGSE). IEEE, 2019. http://dx.doi.org/10.1109/icgse.2019.00021.

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Yunsheng Wang, Bo Wang, Jun Guo, Bin Zhang, and Jina Wang. "The Research of Test-Driven Business Process Outsourcing." In 2010 Second World Congress on Software Engineering (WCSE 2010). IEEE, 2010. http://dx.doi.org/10.1109/wcse.2010.131.

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Bardhan, I. R., J. Whitaker, and S. Mithas. "Antecedents of Business Process Outsourcing in Manufacturing Plants." In Proceedings of the 39th Annual Hawaii International Conference on System Sciences (HICSS'06). IEEE, 2006. http://dx.doi.org/10.1109/hicss.2006.62.

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Chou, Shih-Wei, Hui-Tzu Min, and I.-Hua Hung. "Understanding client's commitment in business process outsourcing relationships." In the 14th Annual International Conference. New York, New York, USA: ACM Press, 2012. http://dx.doi.org/10.1145/2346536.2346580.

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Rekik, Mouna, Khouloud Boukadi, and Hanene Ben-Abdallah. "Measurement Framework for Business Process Outsourcing to the Cloud." In International Conference on e-Business. SCITEPRESS - Science and and Technology Publications, 2015. http://dx.doi.org/10.5220/0005537900490055.

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Chanvarasuth, Pisit. "The Impact of Business Process Outsourcing on Firm Performance." In 2008 Fifth International Conference on Information Technology: New Generations (ITNG). IEEE, 2008. http://dx.doi.org/10.1109/itng.2008.216.

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Wang Yanhong. "A framework of business process outsourcing relationship evolution model." In 2011 International Conference on Management Science and Industrial Engineering (MSIE). IEEE, 2011. http://dx.doi.org/10.1109/msie.2011.5707581.

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Diaz, Maria Kathrina, and Maria Angela Diaz. "TEACHER CORRECTIVE FEEDBACK IN BUSINESS PROCESS OUTSOURCING ONLINE LEARNING." In 10th International Conference on Education and New Learning Technologies. IATED, 2018. http://dx.doi.org/10.21125/edulearn.2018.0464.

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Malapascua, J. R. M., C. J. M. Manazanilla, C. L. Mendoza, M. M. Terrones, A. C. Mendoza, and R. J. P. Curbano. "Ergonomics risk factor model in business process outsourcing industry." In 13TH INTERNATIONAL ENGINEERING RESEARCH CONFERENCE (13TH EURECA 2019). AIP Publishing, 2020. http://dx.doi.org/10.1063/5.0001919.

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Reports on the topic "Business Process Outsourcing"

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Mann, Laura, Mark Graham, and Nicolas Friederici. The Internet and Business Process Outsourcing in East Africa: Value Chains and Networks of Connectivity-Based Enterprises in Kenya and Rwanda. Unknown, 2015. http://dx.doi.org/10.35648/20.500.12413/11781/ii166.

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Mann, Laura, Mark Graham, and Nicolas Friederici. The Internet and Business Process Outsourcing in East Africa: Value Chains and Networks of Connectivity-Based Enterprises in Kenya and Rwanda. Unknown, 2015. http://dx.doi.org/10.35648/20.500.12413/11781/ii172.

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Mann, Laura, Mark Graham, and Nicolas Friederici. The internet and business process outsourcing in East Africa: value chains and networks of connectivity-based enterprises in Kenya and Rwanda: Executive Summary. Oxford Internet Institute, 2014. http://dx.doi.org/10.35648/20.500.12413/11781/ii246.

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Jagannathan, Shanti, and Dorothy Geronimo. Reaping the Benefits of Industry 4.0 through Skills Development in the Philippines. Asian Development Bank, January 2021. http://dx.doi.org/10.22617/spr200326.

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Abstract:
This report explores the implications of the Fourth Industrial Revolution (4IR) on the future of the job market in the Philippines. It assesses how jobs, tasks, and skills are being transformed in the information technology-business process outsourcing industry and electronics manufacturing industry. These two industries have high relevance to 4IR technologies and are important to the country’s employment, growth, and international competitiveness. They are likely to benefit from the transformational effect of 4IR, if there is adequate investment on jobs, skills, and training. The report is part of series developed from an Asian Development Bank study on trends in skills demand in Cambodia, Indonesia, the Philippines, and Viet Nam.
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