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Journal articles on the topic 'Business Process Outsourcing'

Author: Grafiati

Published: 4 June 2021

Last updated: 26 January 2023

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1

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

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Offshore Business Process Outsourcing This paper focuses on the relatively new growing industry of offshore business process outsourcing, which has provided developing countries with literate language and information technology skilled workforce with an excellent global business opportunity. The main advantages to business process outsourcing, cost versus quality and other reasons for choosing offshore outsourcer and the challenge of high industry attrition rates are briefly analysed here.

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2

Mutwil, Anita. "Market Analysis of Business Process Outsourcing in Logistics." Marketing i Zarządzanie 42 (2016): 127–38. http://dx.doi.org/10.18276/miz.2016.42-08.

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

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4

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

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5

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

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AbstractNowadays outsourcing presents a common way to increase business performance. This way of providing supporting business activities is more often used in the field of human resources. The paper deals with the topic of human resources outsourcing, especially the recruitment process outsourcing and it brings the views of several authors on the advantages and potential risks of its use.

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Tas, Jeroen, and Shyam Sunder. "Financial services business process outsourcing." Communications of the ACM 47, no. 5 (May 1, 2004): 50. http://dx.doi.org/10.1145/986213.986238.

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7

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

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

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There has been a growth in the amount of outsourcing in general and business process outsourcing in particular. Now a number of firms are beginning to outsource knowledge processes as well. This is being partly fuelled by an increasing shortage of skilled labor in industrialized countries while some emerging nations have a large pool of highly skilled workers at lower wages. Technological, political, and strategic changes and an improved ability to manage the inherent risks are some of the other reasons explaining its potential growth. Providers of these services are either moving up the knowledge intensity value chain with existing clients or are entering new opportunities in specific industries such as healthcare/pharmaceutical, legal and financial services. These services are more profitable to the providers than the standard business process outsourcing but require more expensive investments in infrastructure as well as specialized skill sets with more depth and domain knowledge. The structuring and management of this type of outsourcing is also very complex and fraught with new risks. This paper presents a number of issues related to knowledge process outsourcing from the client firm and the provider's perspectives. The issues are derived from five cases studied by the authors in India and Ireland.

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Suresh, Sukruth, and T. Ravichandran. "Vendor Gains in Business Process Outsourcing." Academy of Management Proceedings 2016, no. 1 (January 2016): 14697. http://dx.doi.org/10.5465/ambpp.2016.14697abstract.

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10

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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Handley, Sean M., and W. C. Benton. "Unlocking the business outsourcing process model." Journal of Operations Management 27, no. 5 (November 27, 2008): 344–61. http://dx.doi.org/10.1016/j.jom.2008.11.002.

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12

Braun, Martin. "Vom IT- zum Business Process Outsourcing." Bankmagazin 53, no. 1 (January 2004): 22. http://dx.doi.org/10.1007/bf03230135.

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13

Braun, Martin. "Vom IT- zum Business Process Outsourcing." Bankmagazin 53, no. 2 (February 2004): 22. http://dx.doi.org/10.1007/bf03230159.

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14

Du, Jiaxing (Dux), and Lijun Miao. "Business Process Outsourcing (BPO): Current and Future Trends." International Research in Economics and Finance 6, no. 3 (August 1, 2022): 9. http://dx.doi.org/10.20849/iref.v6i3.1253.

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Business process outsourcing (BPO) is a widely popular way that companies are conducting business all around the world. Employing such techniques can have a dramatic effect on your bottom line, but also open you up to many more advantages that ultimately help your business function more efficiently. The purpose of this report is to critically review past literature on the topic to gain a better understanding of why businesses will choose to outsource processes. This report will also seek to provide greater insights into the effects outsourcing has on the company and also the host country being outsourced. We found that there is an overwhelming trend to outsource processes from Australia and that brings other benefits such as getting closer to new market opportunities. The main body of this report outlines when and why a company should choose to outsource and the decision-making rationale around such concepts. Research also indicated that there is a booming industry for companies that assist in aiding the outsourcing process and connecting you with partners in various host nations. This report discovered that there are also some ethical and moral obligations that need to be carefully considered as recent criticisms have damaged the reputations of some businesses. Overall, the implications of our research hovered around a few key findings, the cost benefits associated with outsourcing and the greater efficiencies and quality in tasks that can be utilized in partnering with the right host company.

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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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Beverakis, Georgia, Geoffrey N. Dick, and Dubravka Cecez-Kecmanovic. "Taking Information Systems Business Process Outsourcing Offshore." Journal of Global Information Management 17, no. 1 (January 2009): 32–48. http://dx.doi.org/10.4018/jgim.2009010102.

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17

Budzyńska, Katarzyna. "Business process outsourcing sector in Visegrad Group." International Journal of Innovation and Learning 21, no. 1 (2017): 54. http://dx.doi.org/10.1504/ijil.2017.080753.

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Budzyńska, Katarzyna. "Business process outsourcing sector in Visegrad Group." International Journal of Innovation and Learning 21, no. 1 (2017): 54. http://dx.doi.org/10.1504/ijil.2017.10000865.

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19

Sommer, Rainer A. "Business process flexibility: a driver for outsourcing." Industrial Management & Data Systems 103, no. 3 (April 2003): 177–83. http://dx.doi.org/10.1108/02635570310465652.

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20

Weimer, Gero, and Stefan Seuring. "Performance measurement in business process outsourcing decisions." Strategic Outsourcing: An International Journal 2, no. 3 (November 20, 2009): 275–92. http://dx.doi.org/10.1108/17538290911005171.

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21

Gewald, Heiko. "The perceived benefits of business process outsourcing." Strategic Outsourcing: An International Journal 3, no. 2 (June 29, 2010): 89–105. http://dx.doi.org/10.1108/17538291011060321.

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22

Chou, S. W., A. A. Techatassanasoontorn, and I. H. Hung. "Understanding commitment in business process outsourcing relationships." Information & Management 52, no. 1 (January 2015): 30–43. http://dx.doi.org/10.1016/j.im.2014.10.003.

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23

KUDINA, Olha, Viktoria VOYTKO, and Andriy TYRINOV. "ACCOUNTING OUTSOURCING." Ukrainian Journal of Applied Economics 5, no. 2 (May 7, 2020): 135–41. http://dx.doi.org/10.36887/2415-8453-2020-2-17.

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Abstract The interpretation of accounting outsourcing is considered. The concept of "outsourcing" from the standpoint of a commercial institution (as a full or partial delegation on contractual terms of a business process to ensure the quality of management of the entity to service an outsourcer specializing in the field) and outsourcing company (as an outsourcer, specializing in the relevant field, i.e. the implementation on the basis of the contract of a certain business process of the client company) is specified. Entities that take out certain business processes in accordance with the outsourcing agreement are listed. Objects of accounting, in particular for the outsourcer – the process of providing services to a new client, for the client company – the cost of outsourcing are determined. The classification of accounting outsourcing is considered, taking into account the requirements for its organization on the following grounds: time period (outsourcing of long-term and temporary nature); order of cooperation (outsourcing remote and stationary); implementation mechanism (cross and direct outsourcing); list of works (full and partial outsourcing). The list of accounting outsourcing services in Ukraine in general is given. The advantages of accounting outsourcing are shown: the cost of services is much lower than maintaining an accounting service; high qualification of employees of the outsourcing company allows to save money on staff training; the ability to clearly focus management on more important business processes than accounting; lack of turnover of accounting staff; protection against accounting errors, as the activities of many outsourcing companies are insured, in case of error, such firms pay fines. The shortcomings of accounting outsourcing by Ukrainian enterprises are analyzed: this is a possible outflow of information; forced change of outsourcing service provider; the need for production accounting by the enterprise itself to ensure greater efficiency, confidentiality; formal reporting by an outsourcing company. Accounting outsourcing is a promising area for businesses, but you need to be careful when choosing an outsourcing company. The analyzed advantages and disadvantages of accounting outsourcing will allow further research related to the justification of the feasibility and effectiveness of this type of outsourcing services. Keywords: outsourcing, outsourcer, outsourcing company, accounting outsourcing

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24

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.

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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.

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25

Trofimova, N. N. "Business process outsourcing as a key strategy of enterprises in an unstable economic situation." Upravlenie 8, no. 4 (December 25, 2020): 71–78. http://dx.doi.org/10.26425/2309-3633-2020-8-4-71-78.

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The article considers business process outsourcing from the point of view of the strategic basis for the activities of enterprises in an unstable economy. The paper shows that, presently, the outsourcing strategy is becoming the new norm and is changing the entire world economy. The study uses the author’s approach, based on the methods of scientific generalization, comparative analysis, systemic and situational approach. The paper justifies the application of the outsourcing strategy at enterprises, ascertains the main advantages and disadvantages of its implementation. The author develops a model of enterprise transformation based on business process outsourcing. The study gives recommendations for outsourcing business processes, the implementation of which will allow enterprises to optimize their management strategy in an unstable economic situation. This article can serve as a basis for further research in the field of strategic management based on outsourcing technologies.

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Mahmoodzadeh, E., Sh Jalalinia, and F. Nekui Yazdi. "A business process outsourcing framework based on business process management and knowledge management." Business Process Management Journal 15, no. 6 (November 6, 2009): 845–64. http://dx.doi.org/10.1108/14637150911003748.

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27

Grechyshkin, Yurii. "INCREASING BUSINESS PROCESS RESULTS IN IT-OUTSOURCING ENTERPRISES." Management 29, no. 1 (September 4, 2019): 130–42. http://dx.doi.org/10.30857/2415-3206.2019.1.11.

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Introduction. The practice of the world business shows that in order to achieve a competitive advantage it is advisable to use a benchmarking tool that allows you to use the experience of your competitors who have succeeded in different areas of activity. Of particular relevance is the use of benchmarking in the field of innovation, in particular in the IT industry, which has become a key driver of economic growth and productivity in many countries.Hypothesis. High-quality IT consulting services require not just the automation of a single process or the implementation of a specific system, but the modernization of the organization's IT infrastructure, bringing it into line with business goals. The practical implementation of such projects allows the organization to get a real increase in production efficiency. Complex consulting projects based on benchmarking are characterized by the use of various services in the field of IT consulting and consulting in related branches of management on the basis of borrowing the best world experience.The purpose of the study is to develop methodological provisions and practical recommendations for the implementation and use of benchmarking technology in the business management system.Methodology. The theoretical and methodological basis of the research is the scientific works of domestic and foreign scientists and specialists on the planning and organization of benchmarking outsourcing of IT services. The following methods are used in the research process: theoretical generalization, analysis, synthesis.Results: main types and stages of benchmarking realization are considered, application of the concept of benchmarking in the system of management of IT business processes is substantiated; developed methodological and practical recommendations for the implementation of benchmarking in the IT sector on the basis of outsourcing. The connection between the concepts of business process benchmarking and outsourcing has been established, a detailed description of business processes in IT outsourcing enterprises is given.Conclusions: The creation of a benchmarking platform that will increase the innovation activity of IT companies and will help to forge closer links between IT companies, industrial enterprises and public authorities.

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Wu, Lifang, and Daewoo Park. "Dynamic outsourcing through process modularization." Business Process Management Journal 15, no. 2 (April 17, 2009): 225–44. http://dx.doi.org/10.1108/14637150910949461.

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29

McIvor, Ronan. "Integrating process improvement into business process outsourcing: a capability approach." Academy of Management Proceedings 2018, no. 1 (August 2018): 15953. http://dx.doi.org/10.5465/ambpp.2018.15953abstract.

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30

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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Wüllenweber, Kim, Daniel Beimborn, Tim Weitzel, and Wolfgang König. "The impact of process standardization on business process outsourcing success." Information Systems Frontiers 10, no. 2 (February 6, 2008): 211–24. http://dx.doi.org/10.1007/s10796-008-9063-x.

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32

Singh, Kshetrimayum Ranjan. "Business Process Outsourcing in Manipur: Problems and Prospects." Asian Journal of Research in Social Sciences and Humanities 4, no. 10 (2014): 211. http://dx.doi.org/10.5958/2249-7315.2014.01012.0.

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33

Morgulets, O., O. Nyshenko, and O. Zinchenko. "IMPLEMENTATION OF BUSINESS PROCESS OUTSOURCING AT THE ENTERPRISE." Financial and credit activity: problems of theory and practice 3, no. 34 (September 30, 2020): 283–92. http://dx.doi.org/10.18371/fcaptp.v3i34.215522.

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34

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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Shah Bharadwaj, Sangeeta, and K. B. C. Saxena. "Building winning relationships in business process outsourcing services." Industrial Management & Data Systems 109, no. 7 (August 21, 2009): 993–1011. http://dx.doi.org/10.1108/02635570910982328.

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36

Rai, Arun, Mark Keil, Rob Hornyak, and Kim Wüllenweber. "Hybrid Relational-Contractual Governance for Business Process Outsourcing." Journal of Management Information Systems 29, no. 2 (October 2012): 213–56. http://dx.doi.org/10.2753/mis0742-1222290208.

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37

Willcocks, Leslie, John Hindle, David Feeny, and Mary Lacity. "It and Business Process Outsourcing: The Knowledge Potential." Information Systems Management 21, no. 3 (June 2004): 7–15. http://dx.doi.org/10.1201/1078/44432.21.3.20040601/82471.2.

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38

Conklin, David W. "Risks and Rewards in HR Business Process Outsourcing." Long Range Planning 38, no. 6 (December 2005): 579–98. http://dx.doi.org/10.1016/j.lrp.2005.09.004.

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39

Klimas, Darius, and Juozas Ruževičius. "Methodological Aspects of Implementation of Business Process Outsourcing." Issues of Business and Law 2, no. -1 (January 1, 2010): 12–26. http://dx.doi.org/10.2478/v10088-010-0002-0.

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40

Yang, Dong-Hoon, Seongcheol Kim, Changi Nam, and Ja-Won Min. "Developing a decision model for business process outsourcing." Computers & Operations Research 34, no. 12 (December 2007): 3769–78. http://dx.doi.org/10.1016/j.cor.2006.01.012.

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Yadav, Vanita, and B. A. Metri. "Outsourcing Contract Success." International Journal of Innovation in the Digital Economy 1, no. 4 (October 2010): 41–53. http://dx.doi.org/10.4018/jide.2010100104.

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Despite the phenomenal growth in outsourcing of various business functions like Enterprise Systems outsourcing, IT outsourcing, and Business Process outsourcing, there has been relatively less attention given to the high-risk area of outsourcing contracts. In this regard, contract has been the conventional medium for governing outsourcing relationships. This study aims to bring forward the importance of quality in the entire contracting process, involving contract planning, pre-contract negotiation, contract formulation, and post-contract management. Specifically, the objective of this paper is to posit a quality framework for planning and analyzing outsourcing contracts that will in turn help in achieving outsourcing success. The framework proposed can be a useful guiding lens for practitioners and researchers associated with outsourcing work.

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42

Ndiiri, Anne, and James Kilika. "Business Process Outsourcing and Firm Performance of Selected Real Estate Firms in Nairobi City County, Kenya." International Journal of Business Management, Entrepreneurship and Innovation 3, no. 3 (November 30, 2021): 139–50. http://dx.doi.org/10.35942/jbmed.v3i3.221.

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Today’s ever-increasing competitive environment requires firms to seek for better ways to create value. In the organization era, firms continue to face tougher competition in the business environment and business process outsourcing is a critical strategy that improves a firm’s competitive capabilities by delivering value to customers. Business process outsourcing has emerged as a widely adopted strategy among firms in various sectors. The general objective of the study was to establish the effect of business process outsourcing on organizational performance of real estate firms in Nairobi City County. The specific objectives of the study were to determine the effect of Information Technology Outsourcing, Knowledge Process Outsourcing, Administration Support Systems and Project Management Skills Outsourcing on performance of selected real estate firms in Nairobi City County. The study was founded on Transaction Cost Economics, Resource-Based View and Contingency Theory. The population of interest in this study comprised of 245 real estate firms in Nairobi City County registered in accordance with the Estate Agents Act while the respondents of the study comprised of the real estate manager. The study used primary data that was obtained using questionnaires administered to real estate firm managers. Statistical Package for the Social Sciences will be used qualitative and quantitative data analyses. The findings of the study showed that real estate firms in Nairobi City County outsource information technology outsourcing, knowledge process outsourcing, administrative support systems outsourcing and project management skills to a great extent. The study concluded that Information Technology Outsourcing, Knowledge Process Outsourcing, Administration Support Systems and Project Management Skills Outsourcing positively and significantly influence performance of selected real estate firms in Nairobi City County. The study recommended that in order for real estate firms in Nairobi City County to improve their performance, there is need to outsource information communications and technology (ICT) infrastructure such as IT support services, software applications, computer network infrastructure, IT security infrastructure and IT training consultancy. The study also recommended real estate firms to outsource knowledge processes including managing performance and legal obligations, contract management and law, business and market research, building and research as well as research and development.

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43

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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Agarwal, Rakesh, and Nonika Bajaj. "Managing outsourcing process: applying six sigma." Business Process Management Journal 14, no. 6 (November 7, 2008): 829–37. http://dx.doi.org/10.1108/14637150810916008.

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45

ANDOW, Afang Andow, Zainab DABO, and Enenche Cletus EJEH. "IMPACT OF OUTSOURCING ON ORGANIZATIONAL PERFORMANCE OF LISTED FOOD AND BEVERAGES FIRMS IN NIGERIA." LASU Journal of Employment Relations & Human Resource Management 1, no. 1 (December 1, 2018): 156–66. http://dx.doi.org/10.36108/ljerhrm/8102.01.0181.

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The study examines the impact of outsourcing on organizational performance of listed food and beverage firms in Nigeria. In spite of the rapid drift in outsourcing, there are limited published sources of literature related to outsourcing in Nigeria, and also previous studies shows contradictory results. The study uses a correlation design, and used secondary data as the main instrument of data collected from the financial statements of the firms contained in the fact-book of the Nigeria Stock Exchange (NSE). The population and sample of the study includes all the eighteen (18) food and beverages firms listed on the floor of the Nigeria stock exchange between2007-2016. Ordinary Lease square (OLS) regression analysis using statistical package for social science (SPSS) was employed to analyze the data and test the hypotheses. The findings reveal that both business process outsourcing and knowledge process outsourcing have a positive and significant impact on organizational performance of listed food and beverage firms in Nigeria. The study concludes that business process outsourcing and knowledge process outsourcing have significantly impacted on the organizational performance which is profitability and competitive advantage of the listed food and beverages firms in Nigeria. The study recommends that the management of these firms should engage in outsourcing strategy in decision making by outsourcing its business processes and knowledge processes in order to increase their profit and achieve performance.

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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.

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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.

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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.

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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.

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Khan, Imran. "Competent statistical programmer: Need of business process outsourcing industry." Perspectives in Clinical Research 5, no. 3 (2014): 95. http://dx.doi.org/10.4103/2229-3485.134300.

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Ainin, Sulaiman, Shamsul Bahri, Tengku Mohamed Faziharude, and Noor Akma Mohd Salleh. "Impact of Business Process Outsourcing Practices on Financial Performance." Asian Journal of Information Technology 11, no. 2 (February 1, 2012): 56–64. http://dx.doi.org/10.3923/ajit.2012.56.64.

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Sheridan May, Andrew. "Business process outsourcing: a new test of management competence." Career Development International 3, no. 4 (July 1998): 136–41. http://dx.doi.org/10.1108/13620439810214367.

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