To see the other types of publications on this topic, follow the link: Business process outsourcing (BPO).
Journal articles on the topic 'Business process outsourcing (BPO)'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Business process outsourcing (BPO).'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full textAbstract:
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.
2
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.
Full textAbstract:
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.
3
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.
Full textAbstract:
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.
4
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.
Full textAbstract:
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.
5
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.
Full textAbstract:
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.
6
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.
Full textAbstract:
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.
7
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.
Full text
8
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.
Full textAbstract:
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.
9
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.
Full textAbstract:
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.
10
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.
Full textAbstract:
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.
11
Zahradnik, Roland. "Gemeinsam erfolgreich mit Process-Sharing." BWK ENERGIE. 72, no. 03 (2020): 38–39. http://dx.doi.org/10.37544/1618-193x-2020-03-38.
Full textAbstract:
Das Thema Business Process Outsourcing (BPO), etwa „Verlagerung von Geschäftsprozessen und von Verantwortungen“, wird von Energieversorgungsunternehmen seit jeher unterschiedlich interpretiert. Größere Unternehmen konzentrieren sich auf ihre Kernkompetenzen und verlängern ihre Werkbank, indem sie administrative Prozesse ohne strategische Differenzierungsmerkmale an externe BPO-Dienstleister vergeben. Für kleine und mittelgroße Energieversorgungsunternehmen (KMEVU) wird das zunehmend zur Überlebensfrage.
12
Gerbl, Martina, Ronan McIvor, and Paul Humphreys. "Making the business process outsourcing decision: why distance matters." International Journal of Operations & Production Management 36, no. 9 (September 5, 2016): 1037–64. http://dx.doi.org/10.1108/ijopm-04-2014-0192.
Full textAbstract:
Purpose The purpose of this paper is to develop a framework that incorporates both firm- and process-level factors for understanding location distance choice in the business process outsourcing (BPO) decision. Design/methodology/approach The research involved undertaking in-depth case study analysis of a number of BPO decisions in six German companies, and employing transaction cost economics (TCE) and the resource-based view (RBV) as a theoretical basis. Findings The findings have shown that existing literature in the operations management (OM) literature does not provide a complete understanding of the complexities of location distance choice in the BPO decision. This decision requires an understanding of a range of factors at both the firm- and process-level. The findings here enhance the understanding of how these factors interact to influence the potential distance options. Practical implications The findings have shown how organisations can influence the factors that affect the location distance choice including modularising business processes, developing outsourcing capabilities, and supplementing internal skills in areas such as cultural management and performance monitoring. Originality/value This is one of the first studies in the OM field to analyse how organisations make the decision in relation to local, nearshore, and offshore location distance options. The paper has highlighted the importance of OM concepts such as performance management and continuous improvement to this phenomenon, and the paper has offered a number of important areas for further research.
13
Duque Ceballos, José Luis, Álvaro Zapata Domínguez, Mónica García Solarte, and Guillermo Murillo Vargas. "Human Resource Management Model for BPO Companies." Revista científica Pensamiento y Gestión, no. 49 (July 19, 2021): 215–43. http://dx.doi.org/10.14482/pege.49.658.4012.
Full textAbstract:
Este artículo tiene como objetivo presentar un modelo de gestión humana que se adapta a las necesidades de las organizaciones de BPO. La metodología utilizada en el proceso investigativo fue de enfoque cualitativo con la aplicación de entrevistas y revisión documental para la recolección de información relativa a las necesidades de las organizaciones de BPO, presentando como principal resultado un modelo que permite identificar los insumos, procesos y salidas que debería tener el área de gestión humana para generar estrategias y actividades pertinentes y oportunas a este tipo de organizaciones. En términos de aporte, dicho modelo le permite al lector entender la dinámica y características de los procesos de gestión humana en organizaciones cuyos objetivos y aspectos estratégicos son distintos a las organizaciones tradicionales, a la vez que identifica aquellos procesos más relevantes para el alcance de dichos fines.
14
Bharadwaj, Sangeeta Shah, and Kul Bhushan C. Saxena. "Service Providers' Competences in Business Process Outsourcing for Delivering Successful Outcome: An Exploratory Study." Vikalpa: The Journal for Decision Makers 35, no. 3 (July 2010): 37–54. http://dx.doi.org/10.1177/0256090920100303.
Full textAbstract:
Business Process Outsourcing (BPO) has become a very competitive industry with many players in the market. The challenge all the BPO companies are facing is how to build and sustain business with the clients in such a competitive industry. The service providers can hardly compete on cost arbitration. On the one hand, they have to respond to their existing clients, who have tasted and achieved labour cost arbitration benefits and have started looking beyond this. On the other hand, they have to win new customers by providing value more than simply cost arbitration. With this business environment in mind, we have undertaken a study of service providers operating in India to explore what competences they have developed for successfully delivering the outcome. This research explores two competences of service providers: business process management competence relationship management competence. These two competences have the theoretical grounding in resource-based view and relationship theories. The study also identifies the fundamental competences required to strengthen the above two competences as human resource management competence, information technology management competence, and outsourcing management competence. It further explores whether the service provider can, with the help of these competences, deliver the intended business process outsourcing outcome. In order to understand the successful business process outsourcing outcome, classification of business processes as viewed by both the client and the service provider is considered desirable. From the clients' perspective, processes are classified as traditional, peripheral, critical, and strategic; as core, critical, and non-core non-critical; and as critical, key, and support. Similarly, from the service providers� perspective, the business processes are classified on complexity and criticality dimensions. This classification further helps in defining the successful BPO outcome as intended by the client. For example, when a non-core non-critical process is outsourced, the successful BPO outcome would be process efficiency in terms of cost reduction and improvement in the quality, and at the most process transformation through some innovation. Thus the study concludes that the business process management competence and relationship management competence will definitely help the service providers to deliver the BPO outcome. As an expansion of BPO literature, this research makes two significant contributions: It puts forth a conceptual model that focuses on the competences of the service provider required to deliver successful BPO outcome It identifies the critical competences and the foundation competences for doing the same.
15
Sîrbu, Janetta, Andreea Nagy, and Florin Radu Pintea. "The Development of Leadership and Business Process Outsourcing (BPO) Skills." Procedia Economics and Finance 3 (2012): 1141–47. http://dx.doi.org/10.1016/s2212-5671(12)00287-0.
Full text
16
Lacity, M. C., L. P. Willcocks, and A. Craig. "South Africa's business process outsourcing services sector: Lessons for Western-based client firms." South African Journal of Business Management 45, no. 4 (December 31, 2014): 45–58. http://dx.doi.org/10.4102/sajbm.v45i4.140.
Full textAbstract:
Since 2008, South Africa has become one of the world's upcoming offshore destinations for business process outsourcing (BPO), a market estimated to be worth $US 182 billion globally by 2013. Western-based client firms evaluating South Africa as a BPO destination must consider the country's relative value against alternative locations. Client firms also have a number of engagement models from which to choose, inclucling outsourcing, erecting a captive centre, or acquiring an existing BPO business. The research finds that, for the UK, US, and Australian client companies in this study, South Africa's value proposition is not just based on costs as other locations are often cheaper. South Africa's value proposition is about overall economic value, high quality service and staff, strong cultural compatibility, and a favourable time zone. The findings reveal that South Africa complements the global portfolio for Western-based client firms that already have BPO centres in Inclia, the Philippines, and Eastern Europe. Moreover, whether client firms build or buy services from South Africa, the research identifies clistinctive risks that need to be mitigated by investing in and effectively governing the business processes performed offshore. Finally, from the case study research, this article identifies management lessons for leveraging South Africa's identifiable BPO service advantage.
17
Nyambura, Chege Purity, Jesse Maina Kinyua, and Kirema Nkanata Mburugu. "The Influence of Political Environment on the Performance of Business Process Outsourcing Sector in Kenya." Journal of Social Sciences Research, no. 68 (August 25, 2020): 770–75. http://dx.doi.org/10.32861/jssr.68.770.775.
Full textAbstract:
The purpose of this study is to establish the influence of the political environment on the performance of the Business Process Outsourcing Sector in Kenya. The study covered all the 118 registered business process outsourcing companies in Kenya. Descriptive and inferential statistics were used in this study. The descriptive results indicate that the political climate in Kenya has not been conducive to the business process outsourcing sector. The inferential results indicated that the political environment had a statistically significant influence on the performance of the business process outsourcing sector in Kenya. The study, therefore, concludes that a conducive political environment is vital for the business process outsourcing sector to thrive. The study suggests that the government ought to consider developing and implementing measures and policies that will ensure a conducive political environment to enable BPO companies to thrive.
18
Ram, Anita, Anura Kurpad, and Sumathi Swaminathan. "Understanding the health behaviors of India’s information technology and business process outsourcing employees." International Journal of Workplace Health Management 7, no. 4 (November 4, 2014): 213–28. http://dx.doi.org/10.1108/ijwhm-07-2013-0029.
Full textAbstract:
Purpose – The purpose of this paper is to investigate the behaviors of India’s information technology (IT) and business process outsourcing (BPO) employees in relation to diet, exercise, sleep, stress, and social habits. Design/methodology/approach – This was a qualitative research study, using in-depth, semi-structured interviews. Descriptive data were collected from a two-stage purposive sample of 28 IT-BPO employees from three IT companies and two BPOs in Bangalore, India. Findings – The majority of interviewees reported having an unhealthy diet and/or sedentary lifestyle. Lack of time due to demanding work schedules was the largest barrier to diet and exercise. Call-centers were described as a social environment with a young workforce. Research limitations/implications – Given the qualitative study design and limited sampling frame, results may not be generalizable. However, the qualitative data suggests that India’s young IT-BPO employees may be at greater risk of lifestyle-related diseases than the general population. The data also suggests that interventions incorporating social influence may be a promising solution, particularly at international call centers. Originality/value – There is a lack of literature on the lifestyle of IT-BPO employees in India. The results from this study provide qualitative insight on the motives for health behaviors of IT-BPO employees, as well as the barriers and facilitators for leading a healthy lifestyle in this industry. The findings provide the framework for future workplace wellness interventions.
19
Chadha, Ravinder, Renuka Pathak, and Ishu Kataria. "Metabolic Syndrome among Young Business Process Outsourcing Industry Employees." Indian Journal of Nutrition and Dietetics 53, no. 3 (June 10, 2016): 286. http://dx.doi.org/10.21048/ijnd.2016.53.3.5299.
Full textAbstract:
Metabolic Syndrome (MetS) is a complicated disorder that increases a person's risk to cardiovascular disease and diabetes mellitus and therefore, needs to be diagnosed early. Young adults in business process outsourcing industry (BPO) may be more susceptible to the syndrome owing to the sedentary nature of their work and other lifestyle factors. This study aimed at assessing the prevalence of MetS among young business process outsourcing industry employees (21-30 years). In this cross-sectional study conducted in the National Capital Region of India, MetS was diagnosed using the Adult Treatment Pattern III (NCEP ATPIII, 2001) and International Diabetes Federation (IDF, 2005) (ethnicity specific) criteria among 415 business process outsourcing employees (274 males; 141 females) working at the calling level. Prevalence of MetS was 11.8% according to ATPIII criteria (14.6% males; 6.4% females) and 18.3% according to IDF criteria (22.3% males; 10.6% females) and was significantly higher in males compared to females (ATPIII p = 0.014; 95% CI 0.02, 0.14; IDF:p = 0.004; 95% CI 0.05, 0.19). As per the ATPIII criteria, highest proportion of the employees had low levels of HDL cholesterol (48.2%) whereas as per the IDF criteria, they had high waist circumference (58.6%). MetS was significantly associated with being single (ATPIII p=0.003; IDF p=0.012), having monthly income more than 20,000 INR (ATPIII p=0.009), having waist to height ratio ≥ 0.5 (ATPIII p=0.002; IDF p=0.000) and BMI ≥ 23kg/m<sup>2</sup> (ATPIII p=0.000; IDF p=0.000). With nearly 1/5th of the BPO employees having MetS at a young age (21-30 years), there is an urgent need to initiate appropriate workplace screening and intervention strategies to prevent and reverse the syndrome among them.
20
Perçin, Selçuk. "Fuzzy multi‐criteria risk‐benefit analysis of business process outsourcing (BPO)." Information Management & Computer Security 16, no. 3 (July 18, 2008): 213–34. http://dx.doi.org/10.1108/09685220810893180.
Full text
21
Ramachandran, K., and Sudhir Voleti. "Business Process Outsourcing (BPO): Emerging Scenario and Strategic Options for IT-enabled Services." Vikalpa: The Journal for Decision Makers 29, no. 1 (January 2004): 49–62. http://dx.doi.org/10.1177/0256090920040105.
Full textAbstract:
The paradigm shift that the Internet has brought about in communication has opened up a plethora of opportunities for outsourcing business processes (BPO) across continents. Success lessons in manufacturing sub-contracting are found to be relevant for under- standing the logic of BPO. Outsourcing involves transferring certain value contributing activities or processes to another firm to save costs and for the principal to focus on its areas of key competence. The possibilities of disaggregating value elements for the purpose of creating value in them at the sub-contractors‘ premises and final aggregation and synthesis at the parent organization are determined by the nature of industry, limitations of coordination and control, product maturity, and level of inter-firm competition. IT-enabled services (ITES) includes services that can be outsourced using the powers of IT; the extent to which this is possible depends on the industry, location, time, costs, and managerial perception of the risks involved. The Internet has facilitated execution of several activities, previously done within geographical proximity to the firm, from remote low-labour cost locations, drawing both transaction cost and production cost efficiencies. Some of the factors that come in the way of parents setting up their own operations in India and have significant implications for the growth trajectory of Indian BPOs are: direct cost of operations and scale economies long-term assessment of India as a low cost centre cost-benefit assessment of own vs rented possible loss of control over their transactions and confidentiality and security of the data if an outsider handles them brand implications of perceived drop in quality robustness of existing systems and processes. Many BPO firms do not seem to realize the possible exit barriers and strategies to manage exit, if necessary. What happened in the dot com era can very well happen in the BPO space also unless care is taken to manage this rapid growth while retaining productivity and quality. Two key capabilities required for success in ITES space are: capabilities to understand customer needs in the specific domains and acquiring business (BD capabilities) and capabilities to execute them efficiently (Ops capabilities). ITES firms are likely to bifurcate their firm into two parts based on these two critical success factors. The successful segregation of value elements in a number of processes has enabled value configuration in as many ways as required by customers, both in the case of product and service components of customer value. The current trend in outsourcing will go up when such analysis-synthesis becomes a routine. This will be accelerated also because the capabilities required to do so depend not only on technical skills and knowledge in a domain but also strong process capabilities. The trend of outsourcing is likely to continue to grow in the future despite temporary political protests because of the robust arguments outsourcing finds for itself in the economics literature, both in terms of transaction and production cost advantages. Sub- contractors need robust systems and processes along with adequate domain knowledge and assured physical infrastructure for this to happen. In any case, the Indian BPO firms have to consistently prove their capabilities to deliver and create near indispensable situation for the parent to survive without them. This will not only involve growing technical and domain expertise, but also refinement in systems and practices, while keeping costs under control. In essence, BPO firms have to manage their consolidation and growth challenges simultaneously.
22
N. Muzanenhamo, George, Charles O.K. Allen-Ile, Anthea Adams, and Chux Gervase Iwu. "The relationship among change implementation, job satisfaction and organizational citizenship behavior in the Business Process Outsourcing industry in South Africa." Problems and Perspectives in Management 14, no. 3 (September 27, 2016): 473–82. http://dx.doi.org/10.21511/ppm.14(3-2).2016.03.
Full textAbstract:
The unique and dynamic Business Process Outsourcing (BPO) industry in South Africa strives to thrive in a challenging business environment with the attendant need for stability, loyal and satisfied workforce. An empirical investigation was, therefore, conducted utilizing managerial and non-managerial employees in a stratified sampling technique. Questionnaires were administered to 250 employees from four selected organizations. The essence was to examine the nature of the relationship among change implementation, job satisfaction and organizational citizenship behavior (OCB). Four significant results emerged. Firstly, there is a positive but moderate relationship between change implementation and OCB; there is a high or strong positive relationship between change implementation and job satisfaction; there is a positive, but moderate relationship between OCB and job satisfaction; and lastly the results confirm the assumption that job satisfaction moderates the relationship between change implementation and OCB. BPO firms need to understand the effects of change implementation on OCB and job satisfaction. This is because change management is inevitable in the BPO industry; therefore, organizations have to be constantly alert to tackle its demands. Keywords: change management, job satisfaction, intrinsic job satisfaction, extrinsic job satisfaction, organizational citizenship behavior. JEL Classification: J240, J280, L240, M120
23
Zarour, Karim, and Djamel Benmerzoug. "A Decision-Making Support for Business Process Outsourcing to a Multi-Cloud Environment." International Journal of Decision Support System Technology 11, no. 1 (January 2019): 66–92. http://dx.doi.org/10.4018/ijdsst.2019010104.
Full textAbstract:
The business process outsourcing (BPO) remains among the most adopted strategies by organizations to cope with the harsh competition of today's market. This practice has been intensified with the advent of the Cloud computing that has attracted companies by its new way of consuming and paying for resources. Nevertheless, the exposure of business processes (BPs) to Cloud-related threats and non-compliance risks as well as the diversity of Cloud offers in terms of price and quality are ones of the biggest obstacles in BPO to the Cloud. The organizations should therefore examine different factors to determine which BP parts to outsource and to assign them the most suitable Cloud offers. This article proposes a decision-making support called DMS4BPO that helps organizations in outsourcing their BPs to the Cloud by considering security, compliance, cost and performance criteria. DMS4BPO includes on the one hand an AHP-based method for the Cloud offer selection, and on the other hand, a Business Intelligence-based method for the exploitation of the execution history.
24
Dolot, Anna, and Sylwia Wiśniewska. "Inequalities on the labour market: BPO and SSC in Poland." Occupational Safety – Science and Practice 565, no. 10 (October 22, 2018): 18–20. http://dx.doi.org/10.5604/01.3001.0012.6476.
Full textAbstract:
This article analyses inequalities in the context of gender, parenthood and disability in Business Process Outsourcing (BPO) and Shared Service Centers (SSC) on Poland’s labour market. It characterizes BPO and SSC and the areas of their main business activity and discusses inequalities on the labour market. This article also discusses the results of research on inequalities in gender, parenthood and disability within BPO and SSC; the literature of the subject and these authors’ own empirical research.
25
Chahal, Amanbir kaur, and Gurpreet Singh. "Advanced IT Outsourcing By Using Cloud Computing Model." INTERNATIONAL JOURNAL OF COMPUTERS & TECHNOLOGY 2, no. 2 (April 30, 2012): 6–17. http://dx.doi.org/10.24297/ijct.v2i2a.6738.
Full textAbstract:
In this paper we will discuss Outsourcing is the commissioning of a third party (or a number of third parties) to manage a client organization.s IT assets, people and/ or activities to required results. Business process outsourcing (BPO) is a more comprehensive definition of the current situation within the outsourcing domain. BPO has become increasingly interesting as more and more business processes are commoditized and thus easier to be hosted by an external party. Cloud Computing has all the attributes and potential to support a global BPO environment. These attribute are: virtualization, service oriented architecture (SOA), utility based pricing and grid computing. Cloud Computing involves the movement of IT services . application, infrastructure and platform . onto the Internet and deployment models. Because of the high availability, high bandwidth and the increased use of the Internet it has become easier to access a variety of services, traditionally originating from within a company.s data center.
26
Drnevich, Paul, Thomas H. Brush, and Gregory T. Luckock. "Process and Structural Implications for IT-Enabled Outsourcing." International Journal of Strategic Information Technology and Applications 2, no. 4 (October 2011): 30–43. http://dx.doi.org/10.4018/jsita.2011100103.
Full textAbstract:
Recent research examined the non-traditional, but increasingly common case of the use of IT to facilitate theoretically inconsistent outsourcing decisions involving (strategic) core firm resources and asset-specific capabilities. It further illustrated how IT can enable such outsourcing decisions and how performance advantages may ensue. However, the process and structural implications of such practices remain unexamined. This paper extends this area of research by proposing three distinct approaches to IT-enabled business process outsourcing (BPO). The authors differentiate these approaches by the timing of when the outsourcing vendor takes ownership of the activity, and when and where any transformation of the activity takes place. The authors label these processes by the order of the initial activities that lead the outsourcing process, (e.g., transformation, transition, or a transfer of an organizational activity). The authors illustrate and discuss the implications of the propositions through several real-world case examples.
27
Hernandez, Alexander A., and Sherwin E. Ona. "A Qualitative Study of Green IT Adoption within the Philippines Business Process Outsourcing Industry." International Journal of Enterprise Information Systems 11, no. 4 (October 2015): 28–62. http://dx.doi.org/10.4018/ijeis.2015100102.
Full textAbstract:
This study explores the green IT adoption experience of organizations within the business process outsourcing industry in the Philippines using a multi-theory perspective. Through a multiple case study with three organizations, it presents a holistic account of the factors in green IT adoption. This study shows the usefulness of complementarily deploying adoption theory and offers important theoretical and practical implications for organizations as they extend their BPO operations globally. In this study, the authors discovered that technological and organizational context factors have greater positive impact on Green IT adoption within BPO organizations while environmental context factors have lesser impact in decision-making processes.
28
Raymond, Myriam, and Frantz Rowe. "IS Design Considerations for an Innovative Service BPO." International Journal of Information Technologies and Systems Approach 9, no. 2 (July 2016): 39–56. http://dx.doi.org/10.4018/ijitsa.2016070103.
Full textAbstract:
S. Alter's Work System Method is used in advancing the understanding and analyses of service innovation Business Process Outsourcing (BPO) from a business systems viewpoint. We propose to use this framework to distinguish what usually characterizes IT-enabled BPO service innovations, and which implications could be drawn for the underlying IS's design. We focus our analysis guided by the Traffic point banking BPO case study in Egypt. This paper brings forward important IS design considerations to the attention of systems analysts and designers to take into consideration while working on the conceptions of Innovative Service BPOs.
29
P, Saundarya, Taufique Answer, Henna Mir, Sushila Sah, Supriya Naren, and Sayani Roy. "Prevalence of Tobacco Among Business Process Outsourcing (BPO) of North India: KAP Study." Acta Scientific Dental Scienecs 5, no. 2 (January 18, 2021): 64–68. http://dx.doi.org/10.31080/asds.2020.05.1022.
Full text
30
Queiri, Abdelbaset, and Nizar Dwaikat. "Factors Affecting Generation Y Employees’ Intention to Quit in Malaysian’s Business Process Outsourcing Sector." Journal of Sustainable Development 9, no. 2 (March 30, 2016): 78. http://dx.doi.org/10.5539/jsd.v9n2p78.
Full textAbstract:
<p>This paper investigates the factors contributing to Generation Y employees’ intention to quit in the business process outsourcing sector (BPO) in Malaysia from four different perspectives: personnel dimensions (work overload, role ambiguity and job stress), job attitudes (satisfaction with pay and organizational commitment), work-life conflict and organizational strategies (training, career planning and empowerment). A structural equation modelling approach was employed to identify the variables that significantly affect the intention to quit. Using Amos 18, data collected from 164 Generation Y employees in the BPO sector were used to test the hypotheses. The results showed that intention to quit one’s job is explained by lack of training, lack of empowerment, organizational commitment, and lack of career planning. Also, role ambiguity and satisfaction with pay exert negative indirect effects on the intention to quit one’s job through organizational commitment. Additionally, job stress has no impact on the intention to quit one’s job. This study is considered to be among the few attempts to address the reasons behind Generation Y employees' intention to quit.</p>
31
Goyal, Preeti, and Arun Sahay. "Offshore Outsourcing of Business Processes: Understanding IPR Implications." Metamorphosis: A Journal of Management Research 6, no. 2 (July 2007): 105–14. http://dx.doi.org/10.1177/0972622520070203.
Full textAbstract:
Business process outsourcing is a multi billion-dollar industry today. Intellectual property becomes important in such arrangements; as such projects may require resources and information to be shared between the client and the service provider. Underlying the availability and application of these resources such as personnel, hardware and software are intellectual property issues, more specifically patents, copyrights, trademarks and trade secrets. These intellectual properties have the potential of providing firms with sustained competitive advantage which, in turn, affect the firm performance of the business. Given the importance of IPR implications and the growing BPO industry, the paper attempts to develop a framework for understanding IPR implications for offshore outsourcing of business processes. The framework can be used by both the client and service provider for development and sharing of IPRs to their mutual advantage.
32
Martins, Lelis Marlon Ribeiro, Roberto Birch Gonçalves, and Alex Eckert. "BUSINESS PROCESS OUTSOURCING (BPO): UMA ANÁLISE DAS SUAS CARACTERÍSTICAS EM EMPRESAS DE MÉDIO PORTE." Revista Eletrônica do Alto Vale do Itajaí 6, no. 9 (November 23, 2017): 15–30. http://dx.doi.org/10.5965/2316419006092017015.
Full text
33
Hernandez, Alexander A., and Sherwin E. Ona. "Exploring Green IT Adoption." International Journal of Green Computing 5, no. 2 (July 2014): 13–28. http://dx.doi.org/10.4018/ijgc.2014070102.
Full textAbstract:
The Business Process Outsourcing (BPO) industry accounts for 15% of the Gross Domestic Products (GDP) in the Philippines annually. The BPO industry continuously improves the economic growth and performance due to the increasing investments on this sector. Given the role of the BPO sector, business activities involved on its operations share environmental impacts on carbon emission, disposal of wastes and increasing energy consumption that contributes to the environmental degradation. In this, the emergence of Green Information Technology (IT) adoption is aimed at minimizing the environmental impacts of business activities while balancing economic performance. This paper is an attempt to provide the current state of Green IT adoption in a BPO firm. The authors apply qualitative approach in collecting, analyzing and interpreting the data. The findings revealed that Green IT adoption in the BPO firm is on its emergence, Office environment practices is the most evident implementation of Green IT whereas technological factors has strong influence to the BPO firm to adopt Green IT. Thus, Green IT adoption in the BPO firm is part of their long-term objective and commitment towards sustainable business and environmental.
34
Zarour, Karim, and Djamel Benmerzoug. "A Requirements-Oriented Modelling Language for an Optimized Distribution of Business Processes on a Multi-Cloud Environment." International Journal of Technology Diffusion 12, no. 3 (July 2021): 1–22. http://dx.doi.org/10.4018/ijtd.2021070101.
Full textAbstract:
Many companies resort to business process outsourcing (BPO) to survive in today's tough competition. This trend has been intensified with the advent of Cloud computing that brings a new way of paying and consuming resources. Nonetheless, preserving companies' knowhow, protecting sensitive data, and ensuring the compliance of business processes (BPs) remain among the most important challenges in BPO to the Cloud. An organization must therefore consider several factors to determine which BP parts should be outsourced and to assign them the most appropriate Cloud offers. This paper proposes an extension of the business process model notation (BPMN) that allows specifying the requirements of BP activities in terms of security, compliance, cost, performance, data transfer, and obfuscation. This extension is intended for the BP modelling phase and aims to assign to each activity the Cloud offer that best meets its requirements.
35
Rolla, Dr Anita, and Dr Sunder Reddy D. "Work Life Balance Of Employees Of Bpo Sector- An Analytical Study." Restaurant Business 118, no. 9 (September 9, 2019): 209–12. http://dx.doi.org/10.26643/rb.v118i9.8031.
Full textAbstract:
Work life parity is an equivalent Balance of expert and individual life. It is a more extensive idea including appropriate organizing between "work" on one hand and "life" on another. The paper plans to ponder the work life parity of representatives of Business Process Outsourcing (BPO) area. Essential information on is gathered from 90 BPO area representatives in Hyderabad. Information was gathered utilizing organized survey and dissected utilizing illustrative instrument that is rate examination. The paper expects to investigate different variables that are influencing the work like equalization of the representatives.
36
David, Luneta Fe S., and Anabelle S. Palic. "The Economic Implications of Compensation Package to a Business Process Outsourcing in Bacolod City." Philippine Social Science Journal 3, no. 2 (November 10, 2020): 17–18. http://dx.doi.org/10.52006/main.v3i2.222.
Full textAbstract:
As one of the most comprehensive compensation tools for motivating employees, compensation package plans are forms of payment in an organization's compensation practices associated with performance. It is generally one of the organization’s highest costs. According to the U.S. Bureau of Labor Statistics (BLS), 69.6% of a business' employee compensation expenses comprise the salaries and wages. While some costs are controllable, most employers must bear several salary-related costs beyond the base salary (Keegan, 2020). By far, there has never been any attempt to investigate the economic implications of the compensation package in terms of savings on expenditures. Hence, this study primarily intends to determine the economic implications of the compensation package to a business process outsourcing (BPO) in Bacolod City in terms of savings on expenditures. Likewise, it examines the strengths, weaknesses, threats, and opportunities of the company.
37
Borman, Mark. "Applying Multiple Perspectives to the BPO decision: A Case Study of Call Centres in Australia." Journal of Information Technology 21, no. 2 (June 2006): 99–115. http://dx.doi.org/10.1057/palgrave.jit.2000057.
Full textAbstract:
Information Technology enabled Business Process Outsourcing (BPO) is a growing phenomenon, yet little research has been conducted to understand the factors that determine its appropriateness for organisations and what capabilities they should seek in potential suppliers. A multi-perspective approach to the BPO decision, encompassing the transaction, the organisation and its context, is proposed and a set of supplier capabilities to deliver upon it is outlined. A case study of outsourced call centres in Australia, based upon interviews with three suppliers and three clients, suggests such a multi-perspective approach is useful but that the interaction between the factors shaping the BPO decision is more complex than envisaged. The case also suggests that a common set of capabilities is sought from suppliers – though it is narrower than first proposed.
38
Emilien, Blandine, and Shankar Veerta. "From duping clients to institutional entrepreneurship in Mauritius: the account of a former BPO worker who became an activist." Work, Employment and Society 31, no. 6 (May 2, 2017): 1021–30. http://dx.doi.org/10.1177/0950017017695041.
Full textAbstract:
This ‘on the front line’ account allows Shankar Veerta to voice out his concerns as an activist in Mauritius. Shankar’s account provides insights into the recent work of collective actors who, as institutional entrepreneurs, aim to bring social change in Mauritius and support vulnerable workers. Mauritius has achieved its heralded economic success by adjusting consistently to liberalized regimes of the global economy. As a former business process outsourcing (BPO) worker, however, Shankar casts a critical lens on challenges facing workers operating in the new BPO sector of Mauritius. He then explains how and why he joined a local political movement that supported non-unionized workers during major industrial disputes in the BPO sector in 2011. Finally, Shankar describes the movement’s attempts to initiate divergent change through enabling conditions that have allowed it to start raising awareness among Mauritian workers and citizens.
39
Hernandez, Alexander A., and Sherwin E. Ona. "Green IT Adoption." International Journal of Social Ecology and Sustainable Development 7, no. 1 (January 2016): 1–34. http://dx.doi.org/10.4018/ijsesd.2016010101.
Full textAbstract:
Green Information Technology (GIT) refers to using information technology in ways that help to reduce environmental impacts including the use of energy more efficiently and reducing waste. To date, however, few studies attempt to provide a holistic understanding of GIT adoption in developing countries, which GIT plays a significant role in achieving a sustainable environment and economic performance. This paper explores the practices, processes and enablers in GIT adoption within the Philippines Business Process Outsourcing Industry (BPO). The authors used the revelatory multiple-case study as a research approach in understanding GIT adoption in BPO organizations. They found five areas of GIT adoption covering IT procurement, IT applications as low carbon enabler, working environment, data center and IT end of life management. Essentially, strategy and governance, processes, structure, people, technology support, and measurement and improvement enabled GIT adoption in BPO organizations. The authors further found that BPO organizations have the strong long-term commitment to environmental sustainability.
40
Motiani, Naresh N., and Abhay Kulkarni. "Leadership role in implementing Lean Six Sigma – a cross case analysis of KPO/BPO service organizations." International Journal of Innovation Science 13, no. 3 (April 8, 2021): 249–67. http://dx.doi.org/10.1108/ijis-09-2020-0159.
Full textAbstract:
Purpose The purpose of this paper is to study the role of leadership in implementing Lean Six Sigma (LSS) in a knowledge process outsourcing/business process outsourcing (KPO/BPO) service environment. KPO/BPO organizations present unique operational challenges such as client contractual obligations, young worker age profile, high attrition, dynamic outsourced business processes, technological disruptions to list a few. To implement LSS in such an environment, leadership plays a crucial role. While it is known that leadership is a critical success factor for LSS implementation, their role in a recently evolved KPO/BPO sector is hardly studied leading to high failures. The present study aims to address this gap. Design/methodology/approach A qualitative case study research method is used. A case study protocol consisting of research outline, data collection plan, interview schedule and list of expert reviewers was prepared. A semi-structured interview schedule of the case organization was used that covered exploring the leadership role in terms of their leadership style, communication, employee engagement and their ability to guide program in entire LSS implementation process. Further depth is obtained by considering dimensions of LSS implementation process such as actors involved, processes adopted, performance outcomes, implementation challenges and competency requirements. Primary and secondary data from two case studies yielded rich insights and helped to answer the research questions around role of leadership in LSS implementation for the KPO/BPO service environment. Findings This research case study demonstrates key leadership competencies that lead to successful implementation of LSS in two KPO/BPO organizations. To handle implementation challenges, a combination of LSS and transformation style of leadership style was observed. Leadership role focussed on coaching and empowering, rather than telling and controlling. Apart from the 17 leadership competencies seen in published literature, the authors observed 12 specific competencies (7 interpersonal and 5 LSS) in two case organizations that enabled effective LSS implementation. This study also gives an in depth understanding of the leadership role and enabling competencies during LSS implementation. Research limitations/implications Because of the inherent limitations of case study research method, researchers and practitioners must be cautious to the extent of generalization of findings and the conclusions. Practical implications Positioning leadership to managing the LSS implementation in KPO/BPO service operations helps in innovative adaption of standard improvement methodologies (such as LSS) to address their specific problems and deliver on the overall organizational goals. Originality/value Current study explores in depth how leadership role impacts LSS implementation in two KPO/BPO case organizations. Studies focussing on LSS service operations model in a KPO/BPO environment are not extensively published, especially those covering leadership role during LSS implementation.
41
Nayak, Bimal Chandra, Gopal Krishna Nayak, and Debasish Jena. "Social recognition and employee engagement: The effect of social media in organizations." International Journal of Engineering Business Management 12 (January 1, 2020): 184797902097510. http://dx.doi.org/10.1177/1847979020975109.
Full textAbstract:
In the contemporary dynamic business context (characterized by stiff competition, high uncertainty, growth of global as well as virtual organizations, etc.), setting up systems for recognizing and engaging employees which need constant endeavor from present-day organizations. Hence, organizations are actively exploring and adopting novel initiatives through strategies platforms for their employer engaging effort, moving the organization image to the “company of employee’s choice” and connecting their strategic talent acquisition supply chain into that eco-system. Qualitative data analysis through 65 semi-structured interviews with employees working with various Software and Research & Development sectors, Human Resources and Talent Management professionals working for information technologies companies, IT-enabled (Business Process Outsourcing) BPO, and KPO (Knowledge Process Outsourcing) Services, as well as talent acquisition organizations, confirm the utilization of social media for social recognition & employee engagement in their organizations. The study contributes to the fields of talent management and social networks and has several key messages for practitioners regarding the expediency and effectiveness of social networks in organizations.
42
Rogerson, Christian. "Tracking SMME research in South Africa’s priority sectors." South African Journal of Economic and Management Sciences 11, no. 1 (May 7, 2012): 54–68. http://dx.doi.org/10.4102/sajems.v11i1.377.
Full textAbstract:
The National Industrial Policy Framework and the Accelerated and Shared Growth Initiative for South Africa emphasize the importance of promoting select ‘priority sectors’. This paper provides a review of existing research concerning SMME development in the three priority sectors of tourism, business process outsourcing and offshoring (BPO & O) and, creative industries. The paper argues for the importance of undertaking sector-differentiated research on SMME development in South Africa in order to complement other research which is focussed on sector development as a whole.
43
Podczaski, Artur. "Due diligence – kluczowy etap w procesach fuzji i przejęć." Kwartalnik Nauk o Przedsiębiorstwie 54, no. 1 (March 31, 2020): 69–80. http://dx.doi.org/10.33119/knop.2020.54.1.6.
Full textAbstract:
Celem artykułu jest krytycznadyskusja o istniejących definicjach procesu due diligence oraz wskazanie różnic pomiędzy nimi na tle aktualnych praktyk rynkowych. Na podstawie dostępnych publikacji oraz doświadczeniach autora z praktyki, przeprowadzono analizę metod używanych w realizacji tychże procesów. Wskazano, że dotychczasowy zakres stosowania procesów due dilligence należy poszerzyć o coraz bardziej popularne w działalności przedsiębiorstw procesy outsourcingowe, które również wymagają dokładnej analizy przejmowanego obszaru biznesowego (w przypadku tzw. BPO – Business Process Outsourcing). Niniejsza publikacja powstała na bazie wieloletnich doświadczeń zdobytych przez autora w pracy przy realizacji projektów fuzji i przejęć. W drugiej części zostały zaprezentowane sugestie autora związane z prowadzeniem projektów due diligence, ze szczególnym uwzględnieniem struktury organizacyjnej, analizy ryzyka i raportu podsumowującego badanie. W opinii autora, ich wdrożenie ma szansę przełożyć się na poprawienie współczynnika udanych fuzji i przejęć.
44
Areola, Phd HSG, Eunice Mareth Querol, Irvin Recto Perono, and Joan Camille Ilagan. "The Need for Intervention for Psychological Well-Being (PsWB) of Gen-Y Employees in Selected Business Process Outsourcing in the Philippines." Journal of Sustainable Community Development (JSCD) 3, no. 1 (May 30, 2021): 29–49. http://dx.doi.org/10.32924/jscd.v3i1.27.
Full textAbstract:
The study is descriptive correlation. Using Ryff’s scale for Psychological Well-Being, the relationship of demographics – age, tenure in the company and the years of experience in the BPO industry were statistically analysed using correlation. Relationship amongst the dimensions of PsWB were also tested. Only age has a positive significant relationship with the dimensions of PsWB to be specific – Autonomy, Environmental Mastery and Positive Relations to Others but to a weak extent only. Statistical analysis showed that there was a significant relationship between the six dimensions of PsWB with a positive high correlation.
45
Ramli, Mohmad Najid, and Syed Jamal Abdul Nasir Syed Mohamad. "The Contact Centre Industry in Malaysia: An Insight through Porter's Diamond Competitiveness Model." GATR Global Journal of Business Social Sciences Review 1, no. 3 (August 14, 2013): 69–77. http://dx.doi.org/10.35609/gjbssr.2013.1.3(9).
Full textAbstract:
Objective - The objective of this theoretical paper is to look at the insight of Malaysia Contact Centre Industry and to highlight Malaysia's competitive edge from the perspective of Porter's Diamond Competitive Model. The Porter's Diamond Model will attempt to investigate how Malaysia can be sustainable and competitive in sharing the global contact centre as well as the BPO market. Methodology/Technique - This research is derived from the secondary information obtained from desk research of the broad literature on the sector and assessment of specific regional reports available through Internet websites as well as from various publications such as from the Government business reports and from agencies in the related industry . Findings - The mainfindings from this research is that, when Porter's diamond model was applied to the Malaysian Contact Centre and BPO sector, it showed clearly that the industry's competitive challenges in Malaysia are more towards human factor and upgrading the product up in the value chain plus the niche market of Islamic Finance and Accounting services, although there are still other steps and strategies the government and its agencies can play to make the country as one of the highest income of the service sector. Type of Paper: Review Keywords : Contact Centre Industry, Porter's Diamond Model, Business Process Outsourcing, BPO, Competitive Strategies.
46
Peleias, Ivam Ricardo, Geuma Campos Nascimento, and Claúdio Parisi. "Análise do grau de satisfação dos contratantes de serviços terceirizados na modalidade BPO – Business Process Outsourcing – na Grande São Paulo." Contextus – Revista Contemporânea de Economia e Gestão 11, no. 2 (December 31, 2013): 105–34. http://dx.doi.org/10.19094/contextus.v11i2.32165.
Full textAbstract:
Buscou-se analisar as percepções dos gestores de empresas da grande São Paulo, contratantes deserviços na modalidade BPO – Business Process Outsourcing. É uma investigação descritiva e quali-quantitativa, cujos dados foram coletados em duas etapas, com entrevista de profundidade equestionário. Os dados obtidos com as seis entrevistas e os documentos foram tratados com a análisede conteúdo, oferecendo subsídios para a sequência da investigação. Os dados obtidos com os 23questionários foram tratados com a análise de clusters. Constatou-se que 74% dos respondentesdeclararam-se satisfeitos com os serviços recebidos quanto à qualidade, prazos atendidos econfiabilidade sobre a qualificação técnica do prestador de serviços. Os respondentes concordam queprestadores e tomadores dos serviços realizam a gestão dos contratos e que a assimetria informacionalnão tem afetado de forma negativa a relação contratual. Identificou-se a necessidade de outraspesquisas sobre a terceirização de serviços administrativos e financeiros.
47
Kubicki, Paweł. "Wpływ studentyfikacji i turystyfikacji na społeczno-kulturową przestrzeń miasta." Miasto. Pamięć i Przyszłość 2 (December 31, 2017): 63–73. http://dx.doi.org/10.26774/mpp.35.
Full textAbstract:
Artykuł analizuje zjawiska studentyfikacji i turystyfikacji oraz ich wpływ na społeczno- kulturową przestrzeń miasta. Wnioski dotyczą głównie Krakowa, ale mogą być użyteczne także dla większości dużych polskich miast. Kraków jest dobrym studium przypadku z uwagi na trzy cechy. Po pierwsze, jest największym po stolicy ośrodkiem akademickim; po drugie ,wyrósł na jedno z najważniejszych w świecie centrów sektora BPO (Business Process Outsourcing), co przekłada się na duży popyt na mieszkania na wynajem; po trzecie, przyciąga rocznie miliony turystów. Artykuł wykazuje, że im bardziej postępuje studentyfikacja i turystyfikacja, tym słabsza staje się tożsamość miasta, a kapitał społeczny ulega erozji. Radykalnie obniża się jakość życia, więc coraz częściej mieszkańcy decydują się na wyprowadzkę z miast, przyczyniając się do depopulacji i obumierania centrów.
48
Yadav, R. C., and Jaya Yadav. "Development of Business Process Outsourcing (BPO) for sustainable productivity and natural resources management in the primary sector of national economies." International Journal of Management Science and Engineering Management 8, no. 3 (August 2013): 199–209. http://dx.doi.org/10.1080/17509653.2013.812336.
Full text
49
Mahajar, Abdul Jumaat, and Jasmani Mohd Yunus. "The Relationship and Effect of Role Overload, Role Ambiguity, Work-Life Balance and Career Development on Work Stress among Call Center Executives of Business Process Outsourcing BPO in Selangor." International Journal of Trend in Scientific Research and Development Volume-2, Issue-1 (December 31, 2017): 1466–73. http://dx.doi.org/10.31142/ijtsrd8273.
Full text
50
Kamalakannan, Dr R. "Organization Culture and its impact on Work Performance." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 1S (April 11, 2021): 573–79. http://dx.doi.org/10.17762/turcomat.v12i1s.1932.
Full textAbstract:
This study aims to assess direct and indirect influences of organization culture on work performance, as well as to evaluate the influences of each sub element of organization culture on work performance. The quantitative research has been chosen in order to meet the purpose of the research and to test those relationships empirically; the data is collected from structured questionnaire. Sample size is 230 and also Descriptive research study is used as a research design and followed simple random sampling method. The sample was selected from business process outsourcing (BPO) companies being operative in Chennai. These findings indicate a positive relationship between organization culture and work performance. Likewise, organization culture sub-elements, namely achieving Goals, empowerment, managing changes and teamwork were found positively impacting the work performance