Academic literature on the topic 'Knowledge process outsourcing'

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Journal articles on the topic "Knowledge process outsourcing"

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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 (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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Sen, Akansha. "Customer Relation in Knowledge Process Outsourcing." IOSR Journal of Business and Management 11, no. 1 (2013): 68–71. http://dx.doi.org/10.9790/487x-1116871.

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Currie, Wendy L., Vaughan Michell, and Oluwakemi Abanishe. "Knowledge process outsourcing in financial services:." European Management Journal 26, no. 2 (2008): 94–104. http://dx.doi.org/10.1016/j.emj.2007.11.002.

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Runar Edvardsson, Ingi, and Susanne Durst. "Outsourcing of knowledge processes: a literature review." Journal of Knowledge Management 18, no. 4 (2014): 795–811. http://dx.doi.org/10.1108/jkm-01-2014-0033.

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Purpose – This paper aims to review research on outsourcing of knowledge processes to establish the current body of knowledge and, on this basis, to identify gaps in our understanding. This action will justify further research activities and clarify where no future research is currently needed. Design/methodology/approach – The study consists of a systematic review of 24 refereed empirical articles on outsourcing of knowledge processes. Findings – Five themes were identified: outsourcing of knowledge processes, outsourcing and collaborative agreements between knowledge-based firms, factors affecting successful knowledge outsourcing, knowledge management and knowledge outsourcing and other outsourcing issues. There seems to be a lack of understanding concerning knowledge process outsourcing. Research limitations/implications – This study may not have enabled a complete coverage of all empirical articles in the field of knowledge process outsourcing. Yet, it seems reasonable to assume that the review process covered a large share of studies available. Originality/value – To the best of the authors’ knowledge, no systematic literature review on this topic has previously been published in academic journals.
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Edvardsson, Ingi Runar, and Susanne Durst. "Outsourcing, Knowledge, and Learning." International Journal of Knowledge-Based Organizations 7, no. 2 (2017): 13–26. http://dx.doi.org/10.4018/ijkbo.2017040102.

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This paper aims to review research that determines the influence of outsourcing on knowledge management and learning, a process which will help identify new research opportunities and contribute to the further development of outsourcing theory. The study consists of a review of 34 refereed articles on outsourcing in relation to knowledge management and learning. The findings were summarised in a number of hypotheses and two conceptual models which highlight the contribution of outsourcing to either competitive advantage or disadvantage. This study may not have enabled a complete coverage of all peer reviewed articles in the field of outsourcing in relation to learning and knowledge management. Yet, it seems reasonable to assume that the review process covered a large share of studies available. To the best of the authors' knowledge, no literature review on this topic has previously been published in academic journals.
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Liu, Gloria Hui Wen, Cecil Eng Huang Chua, and Yixuan Hu. "Partnership in Recruitment Process Outsourcing Projects: The Outsourcing Firm Perspective." Project Management Journal 52, no. 4 (2021): 354–66. http://dx.doi.org/10.1177/87569728211014370.

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This research provides insights into how to enhance recruitment process outsourcing (RPO) project outcomes by improving partnerships with the RPO provider. We posit that knowledge sharing and top management support enhance partnership quality by increasing both parties’ mutual dependence and commitment to the relationship. We conducted a survey of 150 RPO projects. The results demonstrate the effectiveness of knowledge sharing and top management support for enhancing partnership, leading to enhanced RPO project outcomes (i.e., recommended candidates’ person-job fit). Theoretical and practical implications of the results are discussed.
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Huong, Nguyen Thu, Umemoto Katsuhiro, and Dam Hieu Chi. "Knowledge Transfer in Offshore Outsourcing." Journal of Global Information Management 19, no. 2 (2011): 27–44. http://dx.doi.org/10.4018/jgim.2011040102.

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This paper discusses the knowledge transfer process in offshore outsourcing. The focus is a case study of software offshore outsourcing from Japan to Vietnam. Initial results confirm that willingness to cooperate and good impressions facilitate the knowledge transfer process. In addition, communication barriers, cultural differences, lack of equivalence in individual competence, and lack of common rules slow down the transfer process. The study also identifies the Bridge System Engineer (Bridge SE)-a type of coordinator who mediates and enhances the relationship between Japanese clients and Vietnamese service providers. Employing a Bridge SE is an effective way to fill the communication gap, the cultural gap, and generally improve the business relationship. Bridge SEs use their background of higher education and long-term residence in Japan to give advice to Vietnamese software teams on Japanese cultural characteristics, such as the apology culture and the separation between work and private time. In other situations, Bridge SEs use their IT background and communication skills to verify and adjust communication contents before information is sent from one side to another.
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Krysińska, Justyna, Piotr Janaszkiewicz, Marcin Prys, and Przemysław Różewski. "Knowledge Resources Development Process In Business Process Outsourcing (BPO) Organizations." Procedia Computer Science 126 (2018): 1145–53. http://dx.doi.org/10.1016/j.procs.2018.08.052.

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Liu, Shan, and Zhaohua Deng. "Understanding knowledge management capability in business process outsourcing." Management Decision 53, no. 1 (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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Willcocks, Leslie, John Hindle, David Feeny, and Mary Lacity. "It and Business Process Outsourcing: The Knowledge Potential." Information Systems Management 21, no. 3 (2004): 7–15. http://dx.doi.org/10.1201/1078/44432.21.3.20040601/82471.2.

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Dissertations / Theses on the topic "Knowledge process outsourcing"

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Xiao, Wenli. "Essays on knowledge management." Diss., Georgia Institute of Technology, 2013. http://hdl.handle.net/1853/50129.

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For many firms, particularly those operating in high technology and competitive markets, knowledge is cited as the most important strategic asset to the firm, which significantly drives its survival and success. Knowledge management (KM) impacts the firm's ability to develop process features that reduce manufacturing costs, product designs with the features and functionality to match consumer demand, and time to market. Unfortunately, many firms lack an understanding of how to develop and exploit knowledge capabilities for success. In this thesis I develop a rich and multifaceted understanding of how KM strategies lead to successful outcomes for a firm. The thesis comprises three essays, described below. The first essay (Chapter 2) examines how volume-based learning influences the relationship between a buyer and supplier in a two-period Stackelberg game. Three types of knowledge management practices are considered. First, in contrast to the literature, I recognize that knowledge accumulated from current in-house production contributes to the buyer's future product and process development efforts. Second, I allow the supplier to invest in integration process improvement (a form of knowledge development) to reduce the buyer's integration cost. Therefore, the supplier has two mechanisms to impact the buyer's demand: price and process improvement. Lastly, both the buyer and supplier benefit from volume-based learning that reduces their respective production costs. I provide conditions under which the buyer partially outsources component demand as opposed to fully outsourcing or fully producing in-house. In addition, I identify conditions for which the supplier's price and investment in integration process improvement can serve either as substitutes or complements. In the second essay (Chapter 3), I consider knowledge development (KD) strategies in a new product development (NPD) project with three stages of activities conducted concurrently: prototyping, pilot line testing, and production ramp-up. I capture the link between successive stages of engineering activities by recognizing that knowledge accumulated in one stage and transferred to another stage improves the efficiency of knowledge development in the recipient stage. A Base Model and two extensions are introduced that differ in the manner in which knowledge transfer (KT) occurs. I find that the NPD manager pursues different dynamic strategies for KD in each stage of the project. In addition, I explore how the effectiveness of KD and the returns to KT impact the optimal strategies adopted in each stage. In the third essay (Chapter 4), I introduce a dynamic model to explore the impact of KT on a manager?s pursuit of an existing product improvement project and a new product development project. These two projects consume costly knowledge development resources. A key feature of the model is the characterization of the knowledge transfer process from the new product development project to the existing product improvement project. As a result of KT, the ability of the existing product improvement project to generate new knowledge is enhanced. However, the ability of the new product to generate expected net revenue when it is released to the marketplace is reduced due to the loss of proprietary knowledge. I obtain dynamic optimal strategies of KD in both projects and the optimal strategy of KT from the new product development project to the existing product improvement project.
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Bobadilla, Renato, Alejandra Mendez, Gino Viacava, Carlos Raymundo, and Javier M. Moguerza. "Service Model Based on Information Technology Outsourcing for the Reduction of Unfulfilled Orders in an SME of the Peruvian IT Sector." Springer Verlag, 2019. http://hdl.handle.net/10757/656246.

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El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado.<br>In the current market, small- and medium-sized companies (SMEs) face losses due to poor process control. The core activities of information technology (IT) outsourcing service companies are to provide outsourcing services related to technology and information control, which is why it is crucial to work with standardized, efficient processes, to not affect the main process and resources involved. In this document, a case study of an SME is evaluated, related to a deficient billing process, which is not able to fulfill all of its orders. To solve the problem, we propose an IT outsourcing service model, based on the management of processes, knowledge, and change. After the model was validated, it was evidenced that it allowed the integration and finalization of the services provided by the company, increasing the monthly income by 80%.
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Aquilina, Ronald. "IT strategizing of small firms in Malta : a grounded theory approach." Thesis, Robert Gordon University, 2014. http://hdl.handle.net/10059/1004.

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The contribution of small firms towards the creation of economic value in a country’s Gross Domestic Product, employment and innovation is widely acknowledged. Relatively little is known on how small firms are adopting IT strategically to acheive business-IT alignment and how alignment changes over time. This study examines from a dynamic perspective IT adoption actions undertaken by owner-managers, in relation to business-IT alignment in small firms in the island state of Malta. To attain its research objectives, the methodological stance adopted in this research study is that of grounded theory. Moving away from a deductive approach, this study embraces a constructivist approach using a combination of inductive and abductive thought. No fewer than thirty-one in-depth interviews are conducted with owner-managers to observe alignment patterns of IT adoption behaviour in their respective small firms operating in Malta and employing up to 49 employees. Four business-IT alignment equilibrium states are identified, serving as markers to map out the common IT alignment paths that each firm pursued, not necessarily in linear form, during their operational years. A substantive model, which identifies four distinct IT alignment patterns, denotes each common path that a group of firms took in their movement from one alignment equilibrium state to another, throughout their life-cycle stages. This study has substantive application and comprises several implications for the development of IT adoption behaviour when small firms endeavour to strategically align business with IT. It provides policy-makers, academic researchers and small firms’ owner-managers with a theoretical framework that can provide them with factors that can predict the kind of alignment patterns that are likely to occur. Findings indicate that the quality of IT related technological solutions that are taken up by each small firm are reliant on the owner-manager’s characteristics that focus mainly on the knowledge of internal IT expertise and the project management capabilities to manage IT outsourcers. Given that few studies have been conducted to study and establish patterns of IT alignment in small firms, this research provides an important contribution to knowledge and to the existing academic literature.
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Ramírez, Herrera Rodrigo Eduardo. "La naturaleza jurídica de la externalización (outsourcing) de procesos de conocimiento como contrato unitario relacional." Doctoral thesis, Universidad de Alicante, 2014. http://hdl.handle.net/10045/62415.

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Van, Schalkwyk Phillipus Johannes. "A conceptual framework and considerations for mergers and acquisitions in the information technology arena / P.J. van Schalkwyk." Thesis, North-West University, 2007. http://hdl.handle.net/10394/2038.

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Wen-chuan, Chung, and 鍾文娟. "Impact of Knowledge Management on the Outsourcing Service Provider’s Bidding Process: A Multiple-Case Study on Two Multi-National Enterprises." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/09296481697765956211.

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碩士<br>國立中央大學<br>資訊管理學系碩士在職專班<br>93<br>The outsourcing service providers (OSPs) are facing unique challenges and strong competition in the bidding process, while addressing client’s various demands, ever-increasing specialization and complexity in domain knowledge, and the shortening of the bid preparation process. How to employ knowledge management (KM) approach to prepare the bid efficiently and deliver the right solutions to clients to gain bidding advantages become the primary concerns of OSPs. This research is to study how the KM approach can facilitate the competitive advantages of the OSP in the bidding process. Data are collected from three e-service and system integration business units of two multi-national enterprises using semi-structured in-depth interviews. The results show that KM does have a significant impact on the time allocation and core tasks of the bid preparation processes, and particularly true for the OSP with KM systems. Findings also reveal that implementing the KM systems and establishing the key performance indicators of knowledge sharing can improve the OSP’s competitive advantage in the bidding process. We accordingly propose four propositions for further research in outsourcing and knowledge management.
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Books on the topic "Knowledge process outsourcing"

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Shanthi, N. M., and E. Naveen Kumar. Knowledge Process Outsourcing: Perspectives and Practices. SBS Publishers & Distributors, 2009.

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Blokdyk, Gerardus. Knowledge Process Insourcing Outsourcing: Standard Requirements. CreateSpace Independent Publishing Platform, 2018.

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Knowledge process outsourcing: Emerging opportunities for India. Quest Publications, 2007.

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Jenart, Cedric. Outsourcing Rulemaking Powers. Oxford University PressOxford, 2022. http://dx.doi.org/10.1093/oso/9780192897831.001.0001.

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Abstract Within democratic states, parliaments have always been regarded as playing a pivotal role in the creation of rules and are taken to represent the opinions and interests of society, which they serve through the legislative process. In an increasingly globalized world, nation-states are confronted with issues that require international cooperation, expert knowledge, and flexibility to resolve and parliaments are increasingly settling for a managerial position. They have also begun to outsource their rulemaking powers.
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Petrovici, Norbert, Codruța Mare, and Darie Moldovan. The Economy of Cluj. Cluj-Napoca and the Cluj Metropolitan Area: The development of the Local Economy in the 2008-2018 decade. Presa Universitară Clujeană, 2021. http://dx.doi.org/10.52257/9786063710445.

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Over the last decade, globalization processes have intensified, and as such, global organizations relocated their secondary processes to new spaces specialized in operations (Peck 2018; Oshri, Kotlarsky, and Willcocks 2015). Most of the processes that are being externalized are Business Process Outsourcing (BPO) and Information Technology Outsourcing (ITO) (Oshri, Kotlarsky, and Willcocks 2015). The global outsourcing hotspots are India, China and the Philippines, that concentrate over 80% of outsourced processes. At European level, Central and Eastern Europe has capitalized most of the outsourcing in the West, particularly in regards to German capital (Marin 2018; Dustmann et al. 2014). Almost half (45.4%) of the total foreign investments of German companies is outsourced to Central and Eastern Europe. In Romania 63.7% of the German foreign investments are processes that were outsourced to our country (Marin, Schymik, and Tarasov 2018). As Peck (2018) points out, the logic behind the process is finding the cheapest labor force pools. Initially, outsourcing was focused on industrialized labor, however, now it is mostly skilled and highly skilled workforce that is being outsourced (Pavlínek 2019). Even if it is work performed by white collars, it has a high level of repetitiveness; however, in sectors such as IT there are also R&amp;D operations (Oshri, Kotlarsky, and Willcocks 2015). Cluj is an example of a city whose local economy and workforce composition changed dramatically after the 2008-2010 financial crisis. The city is one of the Central and Eastern European hubs that benefited from the globalization of outsourcing operations. In particular, Cluj-Napoca excels in four transnational fields: Information &amp; Communications Technology, Business Support Services, Engineering, Research &amp; Development and Financial Services. In 2018, Cluj-Napoca was one of the most developed cities in the European Union in the GDP per capita group 19.000 – 27.000 at Purchasing Power Parity, cities that made a credible commitment at European level to promote knowledge, culture and creativity. In particular, participation in global production chains has generated the emergence of two types of internal markets: An internal market for the well-paid labor force employed in internationalized sectors that consumes a series of dedicated products and services: hospitality (restaurants, cafes, bars), food stuffs (meat products, pastries, premium alcoholic products), lifestyle services (hair salons , spas, gyms), cultural services (festivals, theatres, operas), location services (real estate services, interior design services, furniture manufacturing services). A set of markets that serve the global capital in reproducing their location (cleaning services, security, construction of type A office buildings, human resources). Both domestic and internationalized markets are responsible for the impressive development of the city between 2008 and 2018. The GDP of the Cluj Metropolitan Area and the private revenues of companies have doubled in the last decade.
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Manning, Stephan, Marcus Møller Larsen, and Chacko George Kannothra. Global Sourcing of Business Processes: History, Effects, and Future Trends. Edited by Gordon L. Clark, Maryann P. Feldman, Meric S. Gertler, and Dariusz Wójcik. Oxford University Press, 2018. http://dx.doi.org/10.1093/oxfordhb/9780198755609.013.49.

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The chapter reviews key drivers, trends, and consequences of global sourcing of business processes—the sourcing of administrative and more knowledge-intensive processes from globally dispersed locations. It is argued that global sourcing, which is also associated with ‘offshoring’ and ‘offshore outsourcing’, has co-evolved over the last three decades with the advancement of information and communication technology, a growing pool of low-cost, yet-often-qualified labour and expertise in developing countries, and increasing client-side global sourcing experience. It is shown how this dynamic has led firms to develop new global capabilities, governance and business models, changed the geographical distribution of work and expertise, and promoted the emergence of new geographical knowledge services clusters. Further, three new trends are introduced—the emergence of global delivery models, information technology-enabled service automation, and impact sourcing—and discuss future directions for research.
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Nowak, Dariusz, ed. Production–operation management. The chosen aspects. Wydawnictwo Uniwersytetu Ekonomicznego w Poznaniu, 2021. http://dx.doi.org/10.18559/978-83-8211-059-3.

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The aim of the e-book is to present the theoretical, cognitive and practical aspects of the essence and complexity of operational management in a production company. The presented modern production methods together with the challenges and problems of contemporary enterprises should better help to understand the issues of sustainable development, with particular emphasis on waste. The book consists of six chapters devoted to relevant and topic issues relating to the core business of an industrial enterprise. Chapter 1 The nature of the industrial enterprise is an introduction to further considerations and deals with the essence of the basic aspects of the company. Both popular and less known definitions of an enterprise, its features, functions and principles of operation are presented. An important part of the chapter is the presentation and formulation of strategic, tactical and operational goals. Moreover, the division of enterprises is presented with the use of various criteria and the features of the industrial market, which make it distinct. Chapter 2 The operational management evolution and its role in the industrial enterprise discusses the evolution and concept of production and operational management. The management levels were also presented, indicating their most important functions. An integral part of the chapter is the essence of the production system, viewed through the prism of the five elements. Chapter 3 Functions and role in operations management presents the issues concerning the organization of production processes, production capacity and inventory management. This part also presents considerations on cooperation and collaboration between enterprises in the process of creating value. Chapter 4 Traditional methods used in operational activities focuses on methods such as benchmarking, outsourcing, core competences, JIT, MPR I and MRP II, as well as TQM and kaizen. Knowledge of these methods should contribute to understanding the activities of modern enterprises, the way of company functioning, the realization of production activities, as well as aspects related to building a competitive position. Chapter 5 Modern methods used in production-operations management discusses the less common and less frequently used production methods, based on a modern and innovative approach. In particular, it was focused on: Shop Floor Control and cooperative manufacturing, environment-conscious manufacturing (ECM) and life-cycle assessment ( LCA), waste management and recycling, Electronic Data Interchange (EDI), virtual enterprise, World Class Manufacturing (WCM), Quality Function Deployment (QFD) and House of Quality (HOQ), theory of constraints (TOC), Drum Buffer Rope (DBR), group technology (GT) and cellular manufacturing (CM), Demand Chain Management and competitive intelligence (CI). In the last section discusses: the role of sustainable statistical process control and Computer-Aided Process Planning in context formatting of information management. Chapter 6 Problems of sustainable development and challenges related to production and operations management describes the problem and challenges related to production and operations activities. In particular, attention was paid to the threats related to changes in global warming, the growing scale of waste, or the processes of globalization. It was pointed out that the emerging problem may be both a threat and a chance for the development of enterprises. An integral part of the chapter are also considerations on technical progress, innovation and the importance of human capital in operational activities.
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Mpedi, Letlhokwa George, ed. Santa Claus: Law, Fourth Industrial Revolution, Decolonisation and Covid-19. African Sun Media, 2020. http://dx.doi.org/10.18820/9781928314837.

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The origins of Santa Claus, or so I am told, is that the young Bishop Nicholas secretly delivered three bags of gold as dowries for three young girls to their indebted father to save them from a life of prostitution. Armed with immortality, a factory of elves and a fleet of reindeer, his has been a lasting legacy, inextricably linked to Christmas. Of course, this Christmas looks a little different. Amidst a global pandemic, shimmying down the chimneys of strangers certainly does not adhere to social distancing guidelines. Some borders remain closed, and in some instances, the quarantine period is far too long. After all, he only has 24 hours to spread cheer across the world. As with the rest of us, Santa Claus is likely to get the remote working treatment. The reindeers this year are likely to be self-driving, reminiscent of an Amazon swarm of technology, and the naughty and nice lists are likely to be based on algorithms derived from social media accounts. In the age of the fourth industrial revolution, it is difficult to imagine that letters suffice anymore. How many posts were verified as real before shared? Enough to get you a drone. Fake news? Here is a lump of coal. Will we see elves in personal protective equipment (PPE) and will Santa Claus, high risk because of age and his likely comorbidities from the copious amount of cookies, have to self-isolate in the North Pole? In fact, will there be any toys at all this year? Surely production has been stalled with the restrictions on imports and exports into the North Pole. Perhaps, there is a view to outsourcing, or perhaps, there is a shift towards local production and supply chains. More importantly, as we have done in many instances in this period, maybe we should pause to reflect on the current structures in place. The sanctification of a figure so clearly dismissive of the Global South and to be critical, quite classist must be called into question. From some of the keenest minds, the contributions in this book make a strong case against this holly jolly man. We traverse important topics such as, is the constitution too lenient with a clear intruder who has conveniently branded himself a Good Samaritan? Allegations of child labour under the guise of elves, blatant animal cruelty, constant surveillance in stark contrast to many democratic ideals and his possible threat to national security come to the fore. Nevertheless, as the song goes, he is aware when you are asleep, and he knows when you are awake. Is feminism a farce to this beloved man – what role does Mrs Claus play and why are there inherent gender norms in his toys? Then is the worry of closed borders and just how accurate his COVID-19 tests are. Of course, this brings his ethics into question. While there is an agreement that transparency, justice and fairness, nonmaleficence, responsibility, and privacy are the core ethical principles, the meaning of these principles differs, particularly across countries and cultures. Why are we subject to Santa Claus’ notions of good and evil when he is so far removed from our context? As Richard Thaler and Cass Sunstein would tell you, this is fundamentally a nudge from Santa Claus for children to fit into his ideals. A nudge, coined by Thaler, is a choice that predictably changes people’s behaviour without forbidding any options or substantially changing their economic incentives. Even with pinched cheeks and an air of holiday cheer, Santa Claus has to come under scrutiny. In the process of decolonising knowledge and looking at various epistemologies, does Santa still make the cut?
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Book chapters on the topic "Knowledge process outsourcing"

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Willcocks, Leslie P., John Hindle, David Feeny, and Mary C. Lacity. "Taking a Knowledge Perspective on IT and Business Process Outsourcing." In Information Systems and Outsourcing. Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230594838_8.

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Ouyang, Zhi, and Qin Su. "Contracting on Project Time in Knowledge Process Outsourcing." In Proceedings of the 5th International Asia Conference on Industrial Engineering and Management Innovation (IEMI2014). Atlantis Press, 2015. http://dx.doi.org/10.2991/978-94-6239-100-0_77.

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Hayashi, Akihiro, Yasunobu Kino, and Kazuhiko Tsuda. "Decision Making Process for Selecting Outsourcing Company Based on Knowledge Database." In Knowledge-Based and Intelligent Information and Engineering Systems. Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-04592-9_38.

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Smite, Darja, and Nils Brede Moe. "The Role of Responsiveness to Change in Large Onboarding Campaigns." In Lecture Notes in Business Information Processing. Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-33976-9_9.

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AbstractOnboarding is a process of organizational socialization of the new hires, that includes recruitment, orientation, training, coaching and support. While onboarding individuals into an organization is a rather straightforward task, little is known about 1) onboarding hundreds of developers and 2) doing it on a distance in outsourcing situations. Furthermore, the subject of sustainable growth with respect to organizational capabilities and culture is often overlooked. This paper reports findings from an exploratory multi-case study of two large onboarding campaigns. We collected empirical data from interviews, retrospectives, onboarding documentation and onsite visits. Based on the empirical study, onboarding hundreds of software engineers in a complex agile product development environment which lacks documentation and puts high demands on engineers’ knowledge and skills is a challenging and costly endeavor. To save the costs and for practical reasons, large-scale onboarding is organized in batches with the first batch trained onsite, and the later batches trained internally. We report challenges faced in the two cases and discuss possible solutions. One core finding is that a good plan combined with the organizational agility, i.e., the responsiveness to change, together with organizational maturity determined the success of organizational scaling. The presented cases contribute to the scarce research on knowledge transfer and onboarding in a large-scale agile context.
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Mason, Katy, and Ilan Oshri. "Offshore outsourcing: Operating in emerging market economies." In Knowledge Processes in Globally Distributed Contexts. Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230582408_6.

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Oshri, Ilan, Julia Kotlarsky, Leslie P. Willcocks, and Paul C. van Fenema. "Expertise management in a distributed context: The case of offshore information technology outsourcing." In Knowledge Processes in Globally Distributed Contexts. Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230582408_5.

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"IT Outsourcing, Business Process Outsourcing, and Knowledge Process Outsourcing in China." In Source Code China. John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119198086.ch8.

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Kim, Gyeung-min, and Saem-Yi Kim. "Exploratory Study on Effective Control Structure in Global Business Process Sourcing." In IT Outsourcing. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-770-6.ch026.

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In an IT-intensive global business process sourcing (global BPS) project, the structure chosen to control knowledge transfer is critical. The objective of this study is to explore the effective control structure for knowledge transfer in IT-intensive global BPS project. The research methods used in this study are a case study and survey. First, a generic framework on the control structure for knowledge transfer is derived from extant literature. This framework is applied to a case analysis of a service provider in Mauritius. As a result of the case analysis, a model for control structure facilitating knowledge transfer in global BPS is derived. The model includes a social control mechanism, communication mechanism, project control mechanism as independent variables, and governance mechanism as a moderator variable. The degree of knowledge transfer and success of global BPS are used as dependent variables. The propositions describing the relationships between the variables are formulated. A total of 19 survey items were generated for these variables. As results of the survey, the model is revised and a set of more refined propositions are generated in the conclusion. Both service providers and clients can benefit from this study by focusing on control mechanisms that affect the knowledge transfer and BPS success.
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"Managing the knowledge transfer process: the case of Sierra and its Indian subsidiary." In Global IT Outsourcing. Cambridge University Press, 2003. http://dx.doi.org/10.1017/cbo9780511615351.008.

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Ueberson, Fábio Fernandes, and Adauto Luiz Carrino. "A study on the benefits of outsourcing in the production process of the mechanical industry." In Interconnections of Knowledge: Multidisciplinary Approaches. Seven Editora, 2024. http://dx.doi.org/10.56238/sevened2024.010-053.

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The practice of outsourcing dates back to the Industrial Revolution, gaining prominence in the 20th century due to organizations' relentless pursuit of efficiency and cost reduction. In Brazil, this trend became prominent in the last decades, especially from the 1990s onwards, driven by changes in labor laws. There has been a noticeable increase in outsourcing various activities, from administrative services to strategic functions. This phenomenon is complex, generating debates about its social and economic impacts. However, the crucial importance of effective management of contracts and relationships with suppliers to ensure strategic alignment and quality of the final product stands out. Nevertheless, this work proposes the respective problematization with the question: What are some of the possible benefits of outsourcing in the production process of the mechanical industry? To achieve answers to this problem, we outline as a general objective to demonstrate some of the possible benefits of outsourcing in the production process of the mechanical industry. Regarding the methodological procedure, we undertake a brief literature review, with developments in qualitative classification information, thus constituting some theoretical contexts that contributed to achieving the established objective. The results indicate that when well-managed, outsourcing can generate efficiency and competitiveness. However, it is emphasized the importance of a balance between the interests of companies and the protection of labor rights. It is concluded that outsourcing, when carried out with caution and responsibility, can be an effective strategy to reduce operations, but the safeguarding of workers' rights should be prioritized.
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Conference papers on the topic "Knowledge process outsourcing"

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Ramalingam, S., S. Archana Bai, and K. Vimala. "Knowledge process outsourcing - a new revolution." In IET-UK International Conference on Information and Communication Technology in Electrical Sciences (ICTES 2007). IEE, 2007. http://dx.doi.org/10.1049/ic:20070768.

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Ouyang, Zhi, and Qin Su. "Contracting on Project Time in Knowledge Process Outsourcing." In 5th International Asia Conference on Industrial Engineering and Management Innovation (IEMI 2014). Atlantis Press, 2014. http://dx.doi.org/10.2991/iemi-14.2014.77.

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Longfei, Liu, Gao Zhongli, Li Ying, and Liang Lijun. "Risk management of the intellectual property in knowledge process outsourcing." In 2013 6th International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2013. http://dx.doi.org/10.1109/iciii.2013.6703536.

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Oruwari, Humphrey Otombosoba, and Samuel Chinedum Okolo. "The Impact of Outsourcing on Marginal Field Project Delivery in Nigeria." In SPE Nigeria Annual International Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/207103-ms.

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Abstract The oil and gas industry in Nigeria is undergoing rapid change and explosive growth especially for marginal oil fields. Marginal oil fields operators are indigenous companies with limited profitability and some operators embrace outsourcing in their operations. Furthermore, outsourcing is process in which a company contract with another company to manage service that it does not want to provide by itself. The study examined the effect of outsourcing on marginal field operations. Using literature review and case study in India, Egypt and Malaysia by marginal field operators it is observed that outsourcing has positively contributed to delivery of marginal field project. Outsourcing is beneficial because it allows companies to reduce their fixed asset costs. Outsourcing in form of alliance between indigenous and foreign companies would enhance the credibility of the indigenous companies and stimulate capacity building in terms of knowledge and technology transfer. It is recommended that for effective outsourcing there should be a clear legal frame work.
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Akbari, Mohammadreza, Steven J Clarke, and Shaghayegh Maleki Far. "Outsourcing Best Practice - The Case of Large Construction Firms in Iran." In InSITE 2017: Informing Science + IT Education Conferences: Vietnam. Informing Science Institute, 2017. http://dx.doi.org/10.28945/3737.

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Aim/Purpose: During an evolutionary time for Iran the purpose of this research study was to establish the outsourcing best practices in the area of supply chain by investigating in the construction firms in Iran, which is identified as the most successful industry in outsourcing. Background: Clarifying outsourcing decisions have been a difficult and challenging task because the outsourcing itself is complex. Meanwhile, the construction industry is recognized as one of the most complex and vibrant industries, although no concentration was set to outsourcing practices and its approach in construction firms in Iran. This paper aims to address this gap. Methodology: Based on a combination of academic literature, screening interviews, and survey, data was collected from Iranian construction firms involved in outsourcing. Participants were senior managers and CEOs from twenty one large construction firms in Tehran. The analysis methods in this study were centered on comparative analysis, factor analysis, Pearson correlation, and relative important indices. Contribution: The paper offers insight into outsourcing decisions, focusing on Iranian construction firms. Findings: The findings identified that construction firms regularly choose to outsource their operation functions/processes to find operational expertise, a wider pool of knowledge and experience, and cost restructuring. The study revealed that selective outsourcing was the popular practiced outsourcing type in construction firms. On the other hand, the study has acknowledged that construction firms mainly practiced strategic outsourcing as a level of outsourcing. The study established that conducting a need analysis prior to making the outsourcing decision is the outsourcing success element for Iranian construction firms. Lastly, the result shows that nearly two thirds of the large construction firms were identified as successful at outsourcing process. Recommendations for Practitioners and Researchers: The outcomes of this research offer practical value for construction managers and researchers to choose the best outsourcing practices method. Impact on Society As the sanctions are removed, it is predicted the economic settings in Iran will become more firm and the findings of the study will assist the successful implementation of outsourcing in economic growth of Iran. Future Research: To further development of this study, an in-depth investigation into risks involved in outsourcing, reasons to insource, economical and environmental effects on outsourcing process, cultural and social effects, as well as the result of sanctions on the process of outsourcing can provide more insight to the outsourcing practitioners.
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Vasilevska, Daina. "OUTSOURCING AS A TOOL FOR THE QUALITY MANAGEMENT SYSTEM OF ENTERPRISES IN THE BALTIC REGION." In 9th SWS International Scientific Conferences on SOCIAL SCIENCES - ISCSS 2022. SGEM WORLD SCIENCE, 2022. http://dx.doi.org/10.35603/sws.iscss.2022/s04.047.

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One of the main economic laws that determine the development of not only the economy but also the whole society, is the division of labour and specialisation, first formulated by economists of the classical school. Many events in the history of mankind, including the current process of globalisation, can be explained in terms of the manifestation of this law. In fact, globalisation leads to the formation of "centers" and "peripheries" in the socio-economic system of the world, each of which specialises in certain types of economic activity. The action of this law at the micro level (companies, associations, countries) is manifested in the form of such a phenomenon as outsourcing. The term "outsourcing" is widely known in management theory. In the context of the economic downturn, which is observed in most countries of the world, the issue of maintaining competitiveness has become very relevant for enterprises. In this situation, the need to search for new, more modern approaches to management has become obvious. Many business leaders see the transfer of non-core functions of the enterprise to outsourcing as one of the solutions to the problem. The purpose of the study is to identify the main advantages and risks of using outsourcing in business by conducting a survey of entrepreneurs operating in the Baltic market. In the final part of the study, the author formulates the basic principles for evaluating the effectiveness of outsourcing in an enterprise. For the analysis, the author used the main types of outsourcing, such as production outsourcing, IT outsourcing, business process outsourcing, and knowledge management outsourcing.
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A, J., and W. B. M. D. BASNAYAKE. "The Effect of a Team s Knowledge Management Practices on Team Performance Evidence from Sri Lankan Software Development Companies and Business Process Outsourcing Companies." In Sixth International Conference On Advances In Economics, Social Science and Human Behaviour Study - ESSHBS 2017. Institute of Research Engineers and Doctors, 2017. http://dx.doi.org/10.15224/978-1-63248-120-7-44.

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Schlemmer, Kristof, and Hubertus Murrenhoff. "A Concept of a Knowledge-Based Assistance System for Servohydraulic Drive Design." In ASME 2007 International Mechanical Engineering Congress and Exposition. ASMEDC, 2007. http://dx.doi.org/10.1115/imece2007-41402.

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Outsourcing of drive engineering is a tendency to be observed in many industrial enterprises today. As in-house expertise diminishes, competitiveness of hydraulic drive systems compared to electrical drives gains importance. Servohydraulic control systems, however, require very specific and complex approaches to circuit and control design. They are thus demanding on the designer’s knowledge and experience, which often leads to hydraulic solutions being implemented unsatisfactorily or not at all. The concept developed in this paper therefore aims at providing support in drive system design to inexperienced customers or sales people. In order to make the diversity of existing expertise accessible and utilizable, a knowledge-based approach is proposed. The objective is seen in an interactive software tool that guides the user through the iterative process of analyzing the problem, planning and designing the most appropriate drive solution. Requirements and selection criteria for a development environment are specified, and an expert system shell is selected as a means of implementation. A taxonomy of linear hydraulic servo drives is created that provides a frame for an object-oriented knowledge base. Knowledge extracted from text books and expert interviews is integrated into the system as a collection of rules and facts. Special attention is paid to the selection of a control strategy that delivers optimum performance beyond the capability of standard PID controllers. A comprehensive survey of hydraulic control technology is to ascertain that the developed expert system employs both approved and novel techniques to the benefit of overall system performance.
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Brett, Per Olaf, Bjørn Egil Asbjørnslett, Jose Jorge Garcia Agis, and Stein Ove Erikstad. "Design Re-Engineering and Automation for Marine Systems." In SNAME 14th International Marine Design Conference. SNAME, 2022. http://dx.doi.org/10.5957/imdc-2022-263.

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To succeed in a highly competitive global shipbuilding market, providing the best ship design solutions to the market is a necessary, but not a sufficient condition. In addition, a ship design company must develop and practice a ship development process that creates a profitable business in the longer perspective. This is the focus of the DREAMS (Design Re-Engineering and Automation for Marine Systems) project. DREAMS is a four-year research project at NTNU, with Ulstein, DNV, PonPower and the Norwegian Business School as partners. The overall aim is to improve the competitiveness of Norwegian ship design firms. This includes analyzing existing business and design processes to understand both the impact of individual design activities and the ship design tools' use and the customer´s perceived value of the ship design process and the requirements of the design documentation to be used In the transactions among relevant stakeholders. Furthermore, the research work considers the resource expenditure in term of time, manhours and direct cost during the ship design process. This exploration will provide the basis for a re-engineered ship design process, including the automation and digitalization, as well as the “right-sizing”, outsourcing, and insourcing of individual design tasks and corresponding expertise and knowledge elements. Improvements should take place in the product, the process, and the organization and shall include conceptual, basic, and detailed engineering design activities. The findings will be implemented in the industry as well as integrated into the curriculum of the naval architecture MSc programme at NTNU, to ensure industry-wide dissemination. In our proposed paper we will report from the initial findings from the data analysis of past design projects and present our main hypotheses on the structure and content of a future design process that will be re-engineered both on a strategic, tactical, and operational level.
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Simmons, Steven, and Roger Watson. "A System-Wide Pipeline Automation Project: Application Colonial Pipeline System." In 2002 4th International Pipeline Conference. ASMEDC, 2002. http://dx.doi.org/10.1115/ipc2002-27026.

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This paper will discuss the objectives, challenges, and methods of implementing a system-wide pipeline automation project at Colonial Pipeline, focusing on the pilot project and early years. Currently the company is in the midst of a five-year project to automate and remotely operate delivery facilities, tank farms, and origination stations along over 5000 miles of existing pipeline. The end result will bring control of over 200 facilities into to the Central Control Center. Technically, the project goal is to install state of the art infrastructure to enhance safety and reliability, standardize to a common platform across the system, and integrate into an existing SCADA Control System. From the business perspective, the project goal is to meet or exceed typical industry guidelines for project management metrics, reach a unitized cost basis and provide a foundation for consistent and repeatable operations across the entire pipeline system. The Common Project Process (a cross-functional integrated project team strategy) and an engineering alliance are being used to define and execute the project phases. Colonial’s Engineering team recast itself in 1999 on the basis of establishing core competencies, leveraging internal talent and knowledge, and establishing an effective outsourcing strategy. This automation project is one of the first large-scale efforts to put this new model to task. In 2000, Colonial Pipeline and Mangan, Inc. formed an engineering alliance to capitalize on the strengths of both teams. Colonial’s pipeline engineering and operations knowledge have been equitably matched with Mangan’s project management, engineering and integration skills. The result is an energetic and committed technical project team, as well as a win-win opportunity for both sides. This alliance provides a valuable model for engineering team outsourcing and contracting. Except for original construction projects, it is rare for a pipeline company to take on a system-wide infrastructure upgrade opportunity of this scope. Success of the pilot project depended on integrating the field automation with SCADA system capabilities and developing both control center and human resources plans. The field hardware, the technical focus of this paper, is a small piece of the entire project objective; however it represents the foundation of the entire business model. Selecting and committing to a common controls platform was an engineering objective. The hardware had to provide a certain level of assurance that the standard model would be available both at the start and the end of the project, in addition to supporting legacy systems for future challenges. In summary, this automation project represents more than engineering and integration. It’s a combination of the talent, hardware, and vision which will accomplish the goal of the core business product — safe and efficient delivery of consumer fuels.
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Reports on the topic "Knowledge process outsourcing"

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Fouquet, Anne, Edgar Aragón, and Marcia Campos. The Emergence of Successful Export Activities in Mexico: Three Case Studies. Inter-American Development Bank, 2009. http://dx.doi.org/10.18235/0011328.

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This paper consists of three case studies of the emergence of three successful export activities in Mexico: avocado production, the manufacture of catheters, and call center outsourcing. Each case study discusses how companies, associations, and governments at various levels have addressed market failures and facilitated the provision of public goods necessary for each activity. The case studies additionally profile first movers in each activity and describe the positive externalities they provide to imitators, particularly diffusion of export knowledge. Also include in each case study is a counterfactual case of a less successful activity (mangos, stem cell banking, and other types of business process outsourcing, respectively) and a section on policy implications.
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