Relevant bibliographies by topics / Business process outsourcing (BPO)

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

Academic literature on the topic 'Business process outsourcing (BPO)'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Business process outsourcing (BPO)"

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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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Liu, Shan, and Zhaohua Deng. "Understanding knowledge management capability in business process outsourcing." Management Decision 53, no. 1 (February 9, 2015): 124–38. http://dx.doi.org/10.1108/md-04-2014-0197.

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Purpose – The purpose of this paper is to investigate trends in the dimensions of low, medium, and high knowledge management (KM) capability of business process outsourcing (BPO) firms. It also explores the trends in BPO performance with different levels of KM capabilities of BPO firms. Moreover, the study determines how firm characteristics, such as size, age, industry, and outsourcing age, affect KM capability. Design/methodology/approach – A survey was employed to collect data on managers from 605 firms. K-means cluster analysis was performed on the aggregate measures of the four KM capability dimensions and BPO performance to reveal trends. Subsequently, MANOVA was used to evaluate the effects of four firm characteristics on KM capability, and individual ANOVA tests were performed to examine the specific differences among the four dimensions. Findings – Among the four dimensions of KM capability, knowledge application is the most significant. Knowledge protection is the second highest in terms of expressing the profile for low KM capability firms, but the lowest among the four dimensions of KM capability for medium and high KM capability firms. Each dimension of KM capability affects BPO performance positively. Firm size, age, industry, and outsourcing age differentially affect the dimensions of KM capability. Originality/value – This study presents a theoretical model of firm characteristics, KM capability, and BPO performance. Through the model, ideas are offered: firms with high KM capability significantly differ from those with low and medium KM capabilities; different firms exhibit different KM capabilities; developing knowledge application capability should be the priority in managing BPO; and improving KM capability is an effective means to enhance BPO performance.
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Knol, Arjan J., Egon Berghout, and Albert Boonstra. "Attributes of Communication Quality in Business Process Outsourcing Relationships." International Journal of IT/Business Alignment and Governance 2, no. 1 (January 2011): 35–55. http://dx.doi.org/10.4018/jitbag.2011010103.

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In the past decade, offshore business process outsourcing (BPO) has gained considerable momentum within the global economic landscape. Western companies tend to outsource their business processes to emerging economies, such as India. Research indicates that high quality communication is a crucial element in the success of outsourcing relationships. However, in practice, communication is a problematic factor. In this paper, the authors analyse this complexity by developing and applying a theoretically based BPO-communication quality model. In the empirical part of this study, communication attributes associated with business process outsourcing are investigated through semi-structured interviews with Indian insourcing managers. Multiple communication issues are identified and categorized into several main attributes of communication quality. The model and the findings can be used for further research in the field of BPO. In addition, practical suggestions are provided to resolve the current communication problems and improve outsourcing relationships.
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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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Lacity, Mary C., Stan Solomon, Aihua Yan, and Leslie P. Willcocks. "Business Process Outsourcing Studies: A Critical Review and Research Directions." Journal of Information Technology 26, no. 4 (December 2011): 221–58. http://dx.doi.org/10.1057/jit.2011.25.

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Organizations are increasingly sourcing their business processes through external service providers, a practice known as Business Process Outsourcing (BPO). Worldwide, the current BPO market could be as much as $279 billion and is predicted to continue growing at 25% annually. Academic researchers have been studying this market for about 15 years and have produced findings relevant to practice. The entire body of BPO research has never been reviewed, and this paper fills that gap. We filtered the total studies and reviewed 87 empirically robust BPO articles published between 1996 and 2011 in 67 journals to answer three research questions: What has the empirical academic literature found about BPO decisions and outcomes? How do BPO findings compare with Information Technology Outsourcing (ITO) empirical research? What are the gaps in knowledge to consider in future BPO research? Employing a proven method that Lacity et al. (2010) used to review the empirical ITO literature, we encapsulated this empirical literature on BPO in a way that is concise, meaningful, and helpful to researchers. We coded 43 dependent variables, 152 independent variables, and 615 relationships between independent and dependent variables. By extracting the best evidence, we developed two models of BPO: one model addresses BPO decisions and one model addresses BPO outcomes. The model of BPO decisions includes independent variables associated with motives to outsource, transaction attributes, and client firm characteristics. The model of BPO outcomes includes independent variables associated with contractual and relational governance, country characteristics, and client and supplier capabilities. Overall, BPO researchers have a broad and deep understanding of BPO. However, the field continues to evolve as clients and suppliers on every inhabited continent participate actively in the global sourcing community. There is still much research yet to be done. We propose nine future paths of research pertaining to innovation effects, retained capabilities, environmental influences, global destinations, supplier capabilities, pricing models, business analytics, emerging models, and grounded theory development.
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McIvor, Ronan. "An analysis of the application of process improvement techniques in business process outsourcing." International Journal of Quality & Reliability Management 33, no. 3 (March 7, 2016): 321–43. http://dx.doi.org/10.1108/ijqrm-04-2014-0045.

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Purpose – The purpose of this paper is to enhance the understanding of the application of process improvement techniques (PITs) in the business process outsourcing (BPO) process. The paper focuses on how PITs impact the BPO process, and identifies a number of key enablers of applying PITs in the BPO process. Design/methodology/approach – The paper employs a case study approach. In-depth case study analysis of a number of organisations that have employed a number of PITs in BPO is carried out. Findings – The findings support current literature that highlights the importance of formal contracting, relational contracting, and vendor capabilities for applying PITs in BPO. However, the findings also highlight the importance of additional factors, not widely considered in the current literature. The client must possess internal capabilities in PITs and change management to ensure process improvement occurs. Moreover, the findings here have shown that the client must invest in and develop the resources that enhance its capability to employ PITs in BPO. Originality/value – The findings highlight the importance and relevance of process improvement to BPO, and identify a number of important issues for further research in order to bridge the gap between these two complementary areas.
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Krysińska, Justyna, Piotr Janaszkiewicz, Marcin Prys, and Przemysław Różewski. "Knowledge Resources Development Process In Business Process Outsourcing (BPO) Organizations." Procedia Computer Science 126 (2018): 1145–53. http://dx.doi.org/10.1016/j.procs.2018.08.052.

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Ikerionwu, Charles, David Edgar, and Edwin Gray. "The development of service provider’s BPO-IT framework." Business Process Management Journal 23, no. 5 (September 4, 2017): 897–917. http://dx.doi.org/10.1108/bpmj-10-2015-0146.

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Purpose The decision to operate BPO-IT organisational model by a business process outsourcing (BPO) service provider has far reaching benefits. The purpose of this paper is to develop a service provider’s BPO-IT framework that provides in-house IT function (software) required to process client services. Design/methodology/approach The multi-case study adopted an exploratory sequential mixed method research approach. In the first instance, seven BPO service provider organisations were investigated in the qualitative phase and 156 in the quantitative phase, respectively. Findings The adoption of the developed framework indicates that it could reduce failures in BPO relationships through reduced turnaround time in processing client services, improved quality of service, reduced cost, improved client and provider’s competitiveness, and confidentiality of client operations. Outsourcing clients could lay the foundation for a successful relationship by adopting a selection process that could choose the right provider. Originality/value The paper reveals BPO-IT organisation’s operation towards in-house provision of software required to process client services. A research exploring BPO service providers from a top outsourcing destination like India could provide offshore outsourcing clients the information to move towards onshore outsourcing.
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Patil, Shrinivas, and Winai Wongsurawat. "Information technology (IT) outsourcing by business process outsourcing/information technology enabled services (BPO/ITES) firms in India." Journal of Enterprise Information Management 28, no. 1 (February 9, 2015): 60–76. http://dx.doi.org/10.1108/jeim-09-2013-0068.

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Purpose – The purpose of this paper is to understand the roles various drivers such as cost, strategy and risk play when business process outsourcing/information technology enabled services (BPO/ITES) firms in India outsource their information technology (IT) functions to third-party vendors. If all key drivers associated with IT outsourcing were understood, and such knowledge of those variables was incorporated into the reasons for outsourcing, there would be a greater probability of a successful outcome. Design/methodology/approach – A “hybrid” (quantitative and qualitative) research methodology was used to gain insight into the IT-outsourcing paradigm by BPO/ITES firms in India. A structured questionnaire related to IT-outsourcing activities conducted from 1999 to 2010 was distributed to nine firms. The resulting data were then analyzed. In addition, two Indian BPO/ITES firms that had outsourced their IT to a third-party vendor to cut cost generously granted in-depth information into their IT-outsourcing paradigm and life cycle. Findings – IT outsourcing is perhaps more complicated than other types of outsourcing. Focussing purely on cost is very risky. Practitioners need to take all three drivers – cost, strategy and risk into consideration. Any degradation of services or responsibilities due to IT outsourcing would mean a very unhappy client or even loss of business. Originality/value – BPO/ITES firms in India tend to focus only on cost reduction from IT outsourcing without taking into consideration other equally important drivers such as strategy and risk. This paper counsels a holistic approach toward IT outsourcing for a successful outcome. In addition, an IT-outsourcing framework and guide is proposed for practitioners.
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Ge, Ling, Xiaoyan Wang, and Zhilin Yang. "The strategic choice of contract types in business process outsourcing." Business Process Management Journal 27, no. 5 (May 24, 2021): 1569–89. http://dx.doi.org/10.1108/bpmj-11-2020-0493.

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PurposeHow to determine the appropriate contractual structure for an outsourcing relationship has been a major theme in the business process outsourcing (BPO) literature. Drawing on transaction cost economics, this study aims to examine how anticipated coordination and adaptation costs in a BPO relationship affect the choice of contract types. Specifically, this research categorizes contracts types (fixed-price, time and materials and hybrid contracts) based on levels of contract design comprehensiveness and flexibility to change.Design/methodology/approachThe research setting is the BPO for a focal firm, involving a contractor. Data from 153 US companies are collected using a structured questionnaire on senior executives of functional areas of marketing, IT and finance. Hypotheses were tested using ordered probit model.FindingsThe results show that maturity is negatively associated with anticipated adaptation costs, while modularity and IT detachability are negatively related to anticipated coordination costs. Furthermore, adaptation costs have a direct impact on the choice, whereas the anticipated coordination costs do not have a significant direct impact on contract choice. The strength of adaptation costs' impact, however, is significantly reduced when coordination costs are high.Originality/valueThis study explicitly examines the role of anticipated coordination and adaptation costs in shaping the strategic choice of contract types in the BPO market. By differentiating the two types of anticipated transaction costs, this research enables a better understanding of the dynamics between transaction characteristics, anticipated transaction costs and contract types in complicated relationships such as BPO relationships.
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More sources

Dissertations / Theses on the topic "Business process outsourcing (BPO)"

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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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Myrberg, Linda. "FM Sourcing : En fallstudie över outsourcingarbetet inom Essentials Facilities Management." Thesis, University of Gävle, University of Gävle, Department of Business Administration and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-6309.

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Syftet med uppsatsen är att analysera och utvärdera Essentials Facilities Managements (FM) outsourcingarbete och utifrån detta komma med eventuella förbättringsförslag till kommande arbete med outsourcingfrågor.


The purposes of this paper is to analyze and evaluate Essentials Facilities Managements outsourcing work and from this make any suggestions for future work on outsourcing issues within the function.

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Kollárovits, Pavel. "Založení BPO centra - analýza příležitostí ve vybraných zemích." Master's thesis, Vysoká škola ekonomická v Praze, 2006. http://www.nusl.cz/ntk/nusl-161722.

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Práce analyzuje nové trendy v mezinárodních strategiích firem, rozebírá jejich motivaci k přemísťování svých aktivit a zejména popisuje srovnávací analýzu potenciálních destinací vhodných pro offshoring. Práce uvádí srovnávací analýzu čtyř zemí, Polska, Maďarska, Rumunska a Bulharska z hlediska vhodnosti umístění centra sdílených služeb.
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Ilten, Paul. "Ansätze für profitables Wachstum von BPO-Dienstleistern." Doctoral thesis, Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2015. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-175529.

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In dieser Arbeit wird untersucht, wie eine theoriegeleitete Bewertung der Auslagerungseignung von Geschäftsprozessen erfolgen kann und welche Ansatzpunkte für profitables Wachstum von Business Process Outsourcing (BPO)-Anbietern in Deutschland sich aus der Nutzung einer entsprechenden Methodik ableiten lassen. Dazu wird in drei Schritten vorgegangen. In einem ersten Schritt wird ein theoretisch-konzeptionelles Bewertungsmodell zur Bestimmung der Auslagerungseignung von Geschäftsprozessen entwickelt. In einem zweiten Schritt werden Möglichkeiten einer konzeptionellen Übertragung dieses Modells auf Praxisanwendungen geprüft. Im abschließenden dritten Schritt wird gezeigt, wie die Verwendung des in dieser Arbeit entwickelten Bewertungsmodells im Rahmen der Marktbearbeitungsaktivitäten von BPO-Dienstleistern einen Beitrag zum profitablen Wachstum dieser Anbieter leisten kann
In this thesis it is studied how a theory-based assessment of business processes regarding their adequacy for outsourcing can be carried out and what starting points for profitable growth of Business Process Outsourcing (BPO) providers in Germany can result from the application of such a methodology. For this purpose a three step approach is taken. As a first step a theory-based concept of an assessment model to determine the adequacy of outsourcing business processes is developed. As a second step possibilities for transferring the concept of this model to real life applications are examined. In a final third step it is shown how the assessment model developed here can be used as part of the marketing activities of BPO companies to contribute to their profitable growth
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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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Cabrejos, Álvarez Guillermo Arturo. "Diseño de una oficina de dirección de proyectos (PMO) para la línea de negocio de business process outsourcing (BPO) de una empresa de consultoría de proyectos." Master's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2017. http://hdl.handle.net/10757/626063.

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El objetivo general de esta tesis es presentar una propuesta para el diseño de una Oficina de Dirección de Proyectos (PMO) para la División de Business Process Outsourcing (BPO) en una Empresa de Consultoría. La orientación inicial de la PMO será dar soporte a los diferentes tipos de proyectos de la BPO y de sus clientes. Se busca solucionar el problema de una dirección de proyectos ineficiente como base para el soporte de la aplicación eficiente y eficaz de la Metodología de Dirección de Proyectos que tiene la empresa. Para ello, utiliza las herramientas de gestión, define estándares y métricas, y gestiona el conocimiento de la Dirección de Proyectos. El desarrollo del equipo, el soporte de la planificación, la auditoría de proyectos y la recuperación de proyectos forman parte de esta propuesta de diseño que considera también las relaciones de los clientes, contratistas y proveedores. La tesis presenta seis capítulos. El primero describe la empresa, analiza el entorno y realiza un diagnóstico interno de la organización. El segundo presenta el marco teórico de los principales conceptos. El tercero analiza la situación actual, su misión, visión, valores y objetivos. El cuarto define el tipo de PMO recomendado en base a su situación, necesidades y expectativas. El quinto presenta la justificación y el análisis financiero de la propuesta de la PMO de la BPO. El sexto presenta las conclusiones y recomendaciones. Al finalizar esta tesis, se obtendrá una propuesta real del diseño de la PMO para la División de BPO.
The general objective of this thesis is to present a proposal for the design of a Project Management Office (PMO) for the Business Process Outsourcing Division (BPO) in a Consulting Company. The initial orientation of the PMO will be to support the different types of projects of the BPO and its clients. The aim is to solve the problem of an inefficient project management as a basis for the efficient and effective application of the Project Management Methodology that the company has. To do this, it uses the management tools, defines standards and metrics, and manages the knowledge of Project Management. Team development, planning support, project auditing and project recovery form part of this design proposal that also considers the relationships of customers, contractors and suppliers. The thesis presents six chapters. The first describes the company, analyzes the environment and performs diagnostic or internal organization. The second presents the theoretical framework of the main concepts. The third analyzes the current situation, mission, vision, values and goals. The fourth defines the type of PMO recommended based on their situation, needs and expectations. The fifth presents the justification and financial analysis of the BPO proposal of the BPO. The sixth presents the conclusions and recommendations. At the end of this thesis, a real proposal PMO design for the BPO Division will be obtained.
Trabajo de investigación
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Gupta, Bhumika. "How can human resources be retained in the business process outsourcing (BPO) industry in India ? : a comparison of motivation level between traditional and virtual project teams." Pau, 2010. http://www.theses.fr/2010PAUU2007.

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Dans le contexte spécifique de l'Inde, peu d’études ont comparé le niveau de motivation entre les équipes traditionnelles et les équipes virtuelles de projet dans l’industrie « Business Process Outsourcing » (BPO), et son incidence sur la rétention des salariés. Cette thèse essaie de comparer le niveau de motivation des membres des équipes traditionnelles par rapport à celle des membres des équipes virtuelles de projet dans des sociétés BPO en Inde. Nous essayerons d'expliquer les différences constatées par trois variables de gestion, à savoir : la Nature du travail, la Rémunération et la Communication. Nous étudierons l’incidence sur la rétention des salariés dans ces deux types d’équipes. Sur la base d’une large revue de littérature, une étude qualitative et quantitative a été effectuée par des entretiens approfondis avec neuf entreprises BPO en Inde soigneusement choisies
Within the specific context of India, a comparison of motivation level between traditional and virtual project teams in Business Process Outsourcing (BPO) firms to retain employees is so far not a widely-observed phenomenon. Therefore, in order to investigate this comparison between the traditional and virtual project teams and its consequences, we have attempted to explore with the help of motivation level how human resource in BPO firms in India can be retained. An attempt has been made to compare the level of motivation between the Traditional (collocated) project team members and the Virtual project team members of the BPO firms in this environment. We have attempted to explain this phenomenon by way of three management variables, namely: Nature of Work, Rewards, and Communication, which may be considered as decisive. In order to achieve this, on the basis of a large literature review, a qualitative and quantitative study has been carried out through in-depth interviews with nine carefully selected BPO firms in India
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Mickaitis, Audrius. "Išorinių išteklių nuomos galimybės Lietuvos smulkiajame versle." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2014. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2008~D_20140623_175920-81991.

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Temos aktualumas. Lietuvos smulkaus verslo efektyvumo gerinimas naudojant išorinių išteklių nuomą. Tyrimo objektas – išorinių išteklių nuoma. Tyrimo uždaviniai: 1. Remiantis moksline literatūra pateikti išorinių išteklių nuomos atsiradimo prielaidas ir sampratą. 2. Išskirti išorinių išteklių nuomos panaudojimo tikslus ir tipus. 3. Įvardinti išorinių išteklių nuomos teikiamą naudą ir strateginius panaudojimo sprendimus. 4. Išskirti išorinių išteklių nuomos privalumus ir trūkumus. 5. Įvardinti pagrindines Lietuvos smulkaus verslo problemas. 6. Nustatyti išorinių išteklių nuomos taikymo galimybes smulkiajame versle. 7. Atlikus empirinį išorinių išteklių nuomos empirinį tyrimą ir įvertinus išorinių išteklių panaudojimo galimybes, pateikti rekomendacijas smulkaus verslo efektyvumui didinti, naudojantis išorinių išteklių nuomos paslaugomis. Išanalizavus išorinių išteklių nuomos teorinius aspektus, ją galima apibrėžti, kaip efektyvų metodą, kurio pagalba, perdavus trečiajai šaliai įmonės verslo procesus galima užtikrinti įmonės konkurencingumą, apsirūpinti ištekliais, optimizuoti įmonės veiklos vidinius procesus kurių pagalba užtikrinamas verslo efektyvumas. Išanalizavus Lietuvos smulkaus verslo problemas išsiaiškinta, kad, pagrindinės problemos siejamos su resursų stoka. Smulkaus verslo įmonių plėtrą stabdo finansinių išteklių trūkumas, žemas techninis potencialas, nepakankama žmogiškųjų išteklių kvalifikacija, dideli veiklos kaštai, partnerių suradimas. Taip pat nepakankamas... [toliau žr. visą tekstą]
Relevance of the topic. Efficiency improvement of the small enterprises in Lithuania using outsourcing. Research object – outsourcing. Research objectives: 1. Based on the relevant scientific literature to present the assumptions for the origin of outsourcing and its concept. 2. To display the objectives and types of outsourcing. 3. To define the benefits and strategic solutions of application provided by outsourcing. 4. To define the benefits and limitations of outsourcing. 5. To identify the main problems of the small enterprises in Lithuania. 6. To assess the possibilities of the practicing of outsourcing in the small enterprises. 7. Having conducted empirical research on outsourcing and assessed possibilities of the outsourcing practicing, to give recommendations for the efficiency improvement of the small enterprises by using services of outsourcing. Following the analysis of the theoretical aspects of outsourcing it can be concluded as an efficient method by means of which, under transfer of the business processes to the third party, the enterprise can ensure its competitiveness, provide itself with resources, and optimize internal processes of the enterprise activity. The analysis of the problems encountered by the small enterprises in Lithuania resulted in the conclusion that the prime problems are related to the lack of resources. Development of the small enterprises is impeded by the lack of financial resources, low technical potential, insufficient qualification of... [to full text]
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Eriksson, Johanna, and Sandra Hansson. "Stick to your knitting : Outsourcing av ekonomihanteringen hos några små aktiebolag i Västerås." Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-6332.

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Nivå:                                  Magisteruppsats i företagsekonomi, 15 hp

Seminariedatum:                2009-05-29

Titel:                                  Stick to your knitting – Outsourcing av ekonomihanteringen hos några små aktiebolag i Västerås

Författare:                          Johanna Eriksson 1982

johanna.erik@gmail.com

Sandra Hansson 1982

shn04005@gmail.com

Handledare:                       Leif Carlsson

Syfte:                                  Att ur ett företagarperspektiv beskriva varför ett antal utvalda företag i Västerås har valt att outsourca respektive sköta ekonomihanteringen internt, hur detta har gått till samt hur de som lägger ut ser på sin outsourcingsituation idag. Med hjälp av undersökningens resultat vill vi bidra med råd till företagare som överväger att lägga ut sin ekonomihantering.

Metod:                               En litteratursökning samt en förundersökning genomfördes för att skapa en referensram för uppsatsen. Förundersökningen gjordes bland en affärsrådgivare och två leverantörer av ekonomitjänster vilket genererade praktiska lokala exempel för att komplettera litteraturen. Huvudundersökningen utgjordes av semistrukturerade personliga intervjuer bland tolv aktiebolag i Västerås i olika storlekar. Av dessa hade sex valt att lägga ut ekonomihanteringen och övriga sex hade valt att behålla den internt.

Slutsats:                             De övervägande argumenten för outsourcing var tidsbesparingen och att de kan fokusera på kärnverksamheten, kostnadsbesparingen och att leverantören har högre kompetens avseende ekonomihantering medan argumenten mot outsourcing var förlust av kontroll och intern kunskap samt att leverantören saknar kunskap om uppdragsgivarens bransch. Outsourcingprocessen hos de undersökta företagen är relativt kort. Valet att outsourca eller sköta ekonomihanteringen internt har varken planerats, utvärderats eller analyserats. Leverantören har valts efter rekommendation från en bekant och implementeringen har endast krävt överlämning av dokument och ungefär en dags arbete. Samtliga är nöjda och i de fall där missnöje har uppstått har de valt att byta leverantör.

Nyckelord:                       outsourcing, ekonomihantering, redovisning, lägga ut, BPO

 

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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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Books on the topic "Business process outsourcing (BPO)"

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Kumar, V. Anand. Business process outsourcing: Oh! BPO--structure and chaos, fun and agony. New Delhi: Sage Publications, 2008.

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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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Lacity, Mary Cecelia, and Leslie Willcocks. Advanced outsourcing practice: Rethinking ITO, BPO and cloud services. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2012.

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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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Ashish, Malik, ed. Human capital in the Indian IT/BPO industry. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2015.

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Book chapters on the topic "Business process outsourcing (BPO)"

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Gläßer, Thomas, and Stefan Feldmann. "Praxisbeispiel: Business Process Outsourcing (BPO) von Customer Care und Billing im Umfeld der City Carrier am Beispiel TeleFactory." In Strategien und Prozesse für neue Geschäftsmodelle, 263–68. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56588-5_22.

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Jemili, Houssem. "Wirtschaftswissenschaftliche BPO-Betrachtung." In Business Process Offshoring, 71–131. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6676-6_5.

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Jemili, Houssem. "Gestaltungskonzeption des BPO-Vorgehensmodells." In Business Process Offshoring, 132–270. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6676-6_6.

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Jemili, Houssem. "Potentiale und Herausforderungen des BPO." In Business Process Offshoring, 26–46. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6676-6_3.

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Kirchmer, Mathias. "BPO Implementation." In Business Process Oriented Implementation of Standard Software, 170–202. Berlin, Heidelberg: Springer Berlin Heidelberg, 1998. http://dx.doi.org/10.1007/978-3-642-97715-2_5.

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Kirchmer, Mathias. "BPO Implementation." In Business Process Oriented Implementation of Standard Software, 170–202. Berlin, Heidelberg: Springer Berlin Heidelberg, 1999. http://dx.doi.org/10.1007/978-3-642-58428-2_5.

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Jemili, Houssem. "BPO-bezogene Standortanalyse am Beispiel Indien." In Business Process Offshoring, 271–301. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6676-6_7.

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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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Conference papers on the topic "Business process outsourcing (BPO)"

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Wang, Ye, and Yaqian Zhu. "A Research on Influencing Mechanism of Business Process Outsourcing BPO Service Quality." In 2014 International Conference on Education, Management and Computing Technology (ICEMCT-14). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/icemct-14.2014.123.

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"UML-BASED BUSINESS PROCESS REENGINEERING (BPR-UML) APPLIED TO IT OUTSOURCING." In 8th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2006. http://dx.doi.org/10.5220/0002458305460550.

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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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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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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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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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Reports on the topic "Business process outsourcing (BPO)"

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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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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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