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Naletina, Dora, Kristina Petljak, and Tomislav Rožić. "Outsourcing as a Challenge for Achieving Competitive Advantage in Road Freight Industry – The Case of Croatia." Promet - Traffic&Transportation 32, no. 1 (February 13, 2020): 127–39. http://dx.doi.org/10.7307/ptt.v32i1.3198.
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The purpose of this study was to explore outsourcing as a possible source of competitive advantage for road freight operators, with the empirical research directed towards the road freight transportation sector. Methodologically, this study drew on the data collected from a sample of Croatian road freight transporters. Because a certain number of transportation companies tend to outsource their resources, the insight into outsourcing activities was gained through analysing (1) the number of hired vehicles in the fleet (outsourced vehicles), and (2) the number of hired drivers (outsourced drivers). A variance inflation test, correlation and multiple regression analysis were conducted to test the model assumptions. The research results confirmed the connection between the externalised resources and the differentiation of services and staff. The main contribution and managerial implications included that the companies with a more significant number of hired vehicles in their fleet should differentiate their services. In contrast, the companies that own the majority of their vehicles should build their competitive advantage through staff differentiation.
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Vaxevanou, Anthi Z., Nikolaos Konstantopoulos, and Damianos P. Sakas. "Outsourcing in the Field of Information Technology in Maritime Companies." Key Engineering Materials 495 (November 2011): 155–58. http://dx.doi.org/10.4028/www.scientific.net/kem.495.155.
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This study aims to examine the application of the outsourcing concept [1], in the field of information systems in maritime companies. With the contribution of personal experience and knowledge of the authors, but also the extensive qualitative research that was carried out, one of the areas of activity of a maritime company outsourced to external collaborators is that of information systems. The lightning-fast pace at which technology and information systems are advancing, has forced maritime companies to outsource the information technology sector to external collaborators, who have the knowledge and the resources.
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Hsiao, Hsin‐I, Ron G. M. Kemp, Jack G. A. J. van der Vorst, and S. W. F. (Onno) Omta. "Logistics outsourcing by Taiwanese and Dutch food processing industries." British Food Journal 113, no. 4 (April 19, 2011): 550–76. http://dx.doi.org/10.1108/00070701111124014.
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PurposeThis paper aims to investigate outsourcing of different types of logistics activities in Taiwanese food industry, and benchmark with practices in The Netherlands.Design/methodology/approachThe outsourcing of four levels of logistics activities is investigated: transportation (level 1), packaging (level 2), transportation management (level 3), and distribution network management (level 4). A structured questionnaire was designed and sent to logistics managers in The Netherlands and Taiwan to evaluate the most commonly outsourced activities and identify specific outsourcing firm's characteristics.FindingsAbout 69 per cent of the companies, in both countries outsource level 1 activities, 16 per cent level 2, and 37 per cent level 3 activities. Only few companies (about 10 per cent) outsource the highest level of activities. In particular, The Netherlands has higher percentages for levels 1 and 3. This might be caused by the fact that most Taiwanese companies emphasise low cost whereas the Dutch companies focus on flexibility in order to deal with higher complexities. When intentions for the future are included, Taiwan is planning to outsource level 2 (40 per cent) and level 4 activities (36 per cent) much more than The Netherlands (respectively 13 and 17 per cent). When zooming in, it was found that outsourcing strategies of companies in the subsectors differ. For instance, the dairy sector outsources more frequently than the meat sector on the first three levels. This might be caused by the fact that meat companies emphasise food quality, whereas dairy companies emphasise flexibility and reliability.Research limitations/implicationsThis study investigated only food processors. The paper suggests further research should include other types of food organisations.Originality/valueThe paper provides valuable insights in outsourcing strategies of food processing companies in Taiwan and The Netherlands for advanced logistics service providers who are looking at the market potential of Taiwan.
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Sokoliuk, K., and A. Lyashenko. "Priority Types of the Enterprise Logistic Activities for Outsourcing." Modern Economics 24, no. 1 (December 16, 2020): 189–93. http://dx.doi.org/10.31521/modecon.v24(2020)-30.
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Annotation. Introduction. The article examines the services of logistic outsourcing from the point of view of Ukrainian manufacturing companies, analyzes the results of the survey, compares them with global trends. It was determined that Ukrainian companies use logistic outsourcing less often than companies in other regions of the world. Also, the most often outsourced fields were identified. Purpose. Analysis of logistics outsourcing services from the viewpoint of Ukrainian manufacturing companies and comparison of survey results based on the survey with global trends. Results. It was found that from the list of enterprise groups classification (micro, small, medium, large) all categories use the services of freight forwarding companies. The following types of logistic processes are most often outsourced: transportation, lease and maintenance of equipment, warehousing, logistic chain optimization. It was found that among other countries in the study of third-party logistics, Ukraine occupies the lowest position in the usage of outsourcing services in logistics. The reasons for outsourcing logistic processes in logistics are significant: lack of own resources and capacity, cost reduction. The relationship between causes and logistic processes has shown that in order to reduce logistic costs in the enterprise it is necessary to outsource transportation. Conclusions. Statistical research has shown a small relationship between the areas of logistic outsourcing and the main causes of outsourcing of logistic activities. Therefore, it is not appropriate to say that some logistical measures should be outsourced and others should not. The mixed system, which combines the usage of own and third-party production facilities, is the most suitable for most Ukrainian manufacturing companies Keywords: logistics, outsourcing, third-party logistics, transport, warehousing, supply chain management, optimization, respondent, survey.
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Mthembu, Zamazulu, Oladimeji Ashade, and Sybert Mutereko. "The Flipside of New Public Management: An Inquiry into the Challenges Facing Outsourced Workers in South Africa." African Journal of Inter/Multidisciplinary Studies 3, no. 1 (2021): 46–60. http://dx.doi.org/10.51415/ajims.v3i1.875.
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Inspired by the new public management (NPM) philosophy, public sector institutions have engaged private companies by outsourcing non-core services for improved service delivery, lowering government expenditure, and creating opportunities for employment. There is evidence suggesting that the public sector has witnessed industrial conflicts occasioned by labour unrest among outsourced workers. This paper explores how the employees of contract companies perceive outsourcing and how outsourcing has affected them. Using a non-probabilistic sampling technique, the study mixes both qualitative and quantitative techniques to show that the outsourced workers do not see outsourcing in good light. The viewpoint of participants revealed that the outsourced workers were not pleased with the condition of work under different management. These findings have significant implications for broadening the understanding of the plight of the outsourced workers in the public sector. This study has raised important questions about the nature of outsourcing in the public sector and aroused the consciousness that the challenge facing outsourced workforce persists despite the premium placed on NPM in literature. The study, therefore, recommends that the condition of service of outsourced workers in South Africa’s public departments be given due attention to forestall undesirable outcomes.
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Edwards, A. G. "OUTSOURCING—A GLOBAL PERSPECTIVE." APPEA Journal 37, no. 1 (1997): 575. http://dx.doi.org/10.1071/aj96036.
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The global business community is experiencing a massive shift towards adoption of outsourced 'back office' transaction services.Called 'strategic outsourcing', it is driven by the desire of global companies to focus on core activities, and to outsource non-core business processes to specialist global service organisations. It is a significant new market for these organisations, expected to be worth US$40 billion globally, by the year 2000.While cost reduction is a major benefit, the outsource service provider offers value-added service by its ability to re-engineer business processes to world best practice, its ability to rapidly transition the client organisation to new technology, and by extracting the efficiencies of shared services processing.The global service organisations see strategic outsourcing as a natural evolution of their service offering.Outsourcing extends beyond the cost reduction strategies of their consulting service projects: downsizing organisation structure, re-engineering to introduce world class business processes, and transition management for introduction of new technology.By evolving from these project based assignments, into provision of on-going outsourced transaction services, the service organisations have the opportunity to establish a different strategic relationship with their clients, and add value that a client organisation cannot achieve by itself.Cost savings come from the operational efficiencies of shared services processing, and the lower operational cost achieved by specialising the processing of non-core, 'back-office' transactions, and sharing overheads between several clients.Additional business benefits result from the partnering relationship, which can produce new industry specialist services3 valuable to other clients within the same industry.It is likely that the role of the service organisation will further develop, from the position of strategic outsource business partner, to that of general contractor, where a client selects one major supplier as the single point of contact for all outsourced services. The general contractor becomes responsible for all outsourced outputs, subcontracts the services of all other outsourcing organisations, and remains solely responsible for their service provision.
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Oliva, José García. "‘How May I Serve You?’: Report on online working." Art & the Public Sphere 9, no. 1-2 (December 1, 2020): 217–23. http://dx.doi.org/10.1386/aps_00043_1.
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Hidden workers behind offshore outsourced online customer services are still suffering significant consequences inherited from colonial systems. The report is based on a review of 158 live-chat conversations between the online audience and two customer service agents based in Pakistan and outsourced by UK companies. This online chat platform was created and designed for the participatory art project ‘How May I Serve You’. Analysis of the conversations demonstrated how outsourced companies survey employees chats and physical behaviours, threaten pay cut or dismissal, and demand that the agents lie about their identity. Further research is needed to identify practical solutions to enhance employees’ working conditions when working in the online customer service industry.
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Nyameboame, Joseph, and Abubaker Haddud. "Exploring the impact of outsourcing on organizational performance." Journal of Global Operations and Strategic Sourcing 10, no. 3 (November 20, 2017): 362–87. http://dx.doi.org/10.1108/jgoss-01-2017-0001.
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Purpose The need for businesses to gain profit through the provision of high-quality services has driven the organizations to outsource business activities and functions that are considered not integral to the core business. The purpose of this paper is to identify key outsourced activities and to explore their influence on the organizational performance of the targeted locally owned oil and gas companies in Ghana. Also, the study explores key benefits and challenges associated with adopting outsourcing strategies. Design/methodology/approach The primary data were collected using a survey from 80 participants working for different oil and gas companies in Ghana. Findings The study revealed that most of the outsourced activities include transport services, information technology (IT) consulting and business consulting services, system infrastructure provision and management and logistical services. Also, key outsourcing reasons were reducing operational costs, avoiding major investment costs in technology, providing consistent and improved service delivery, accessing current technology and expert knowledge and focusing more on core business activities. Outsourcing is significant to enhance the performance of an oil and gas company; however, outsourcing could also result in the conflict of firm culture with outsourced vendors, and inefficient management and loss of innovative capacity are possible negative effects of outsourcing. Research limitations/implications The study targeted mainly locally owned oil and gas companies operating in Greater Accra regions of Ghana and including other areas is recommended in the future. Also, the research sample size was 80 participants for this study, and a larger sample should be used in the future. Originality/value There is a paucity of research in management outsourcing in Ghana’s oil and gas industry. To the best knowledge of the authors, this study presents the first research of its kind and the findings will be valuable for the targeted companies. The results from this study can also be used by other companies operating in similar oil and gas business environments operating in other oil and gas producing countries particularly in Africa and Asia. Also, the result from this study can greatly benefit other companies already adopting, or considering adopting, outsourcing and operate in similar service-providing sectors within Ghana or in other countries with similar business environments.
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Boong, Vicariya Retnowati, and Rena Zefania Ritonga. "ANALISIS PEMAHAMAN PEKERJA KONTRAK OUTSOURCING TERHADAP HAK-HAK PEKERJA YANG TERCANTUM DALAM UNDANG-UNDANG NOMOR 13 TAHUN 2003 TENTANG KETENAGAKERJAAN DI WILAYAH KOTA SURABAYA." Jurnal Panorama Hukum 3, no. 2 (December 3, 2018): 171–88. http://dx.doi.org/10.21067/jph.v3i2.2749.
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The appearance of outsourcing companies shows that the high needs of companies and factories that exist for the use of labor in Indonesia. Security and cleaning service is a type of work that much needed in business world. The legal relationship between a company and an outsourced worker is fixed by a certain time work agreement (PKWT) which is regulated in Law No. 13/2003. The position of the outsourced contract workers is due to this kind of work is a complementary and the contract is only within a certain period. The outsourced contract workers have fundamental rights as stipulated in Law 13/2003, but this creates certain legal issues when in practice there are pros and cons due to differences of opinion between contract workers and companies and law understanding of outsourcing contract workers itself of their rights, whether rights at the end of their contratcs, rights obtained by workers if the agreement expires before the contract period is over, the right to rest and the right to obtain health insurance (BPJS).
Key words : PKWT, outsourced workers, workers rights in Law 13/2003
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Carcello, Joseph V., Dana R. Hermanson, and K. Raghunandan. "Factors Associated with U.S. Public Companies' Investment in Internal Auditing." Accounting Horizons 19, no. 2 (June 1, 2005): 69–84. http://dx.doi.org/10.2308/acch.2005.19.2.69.
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Internal auditing has been the focus of much attention in recent years. This study examines factors associated with U.S. public companies' investment in internal auditing. Data from a survey administered to Chief Audit Executives of midsized U.S. public companies were supplemented with publicly available data. Based on data from 217 companies, the results indicate that total internal audit budgets (inhouse plus outsourced portions) are related to several factors associated with company risk, ability to pay for monitoring, and auditing characteristics. Specifically, we find evidence that internal audit budgets are positively related to company size, leverage, financial, service, and utility industries, relative amount of inventory, operating cash flows, and audit committee review of the internal audit budget. Total internal audit budgets are negatively related to the percentage of internal auditing that is outsourced. This study contributes to our understanding of internal audit services, and it allows companies to benchmark their investment in internal auditing.
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Gupta, Rajorshi Sen. "Risk Management and Intellectual Property Protection in Outsourcing." Global Business Review 19, no. 2 (November 8, 2017): 393–406. http://dx.doi.org/10.1177/0972150917713536.
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Firms organize business activities either in-house or outsource them to independent service providers. When making their organizational choice, firms face a trade-off between efficiency and loss of intellectual property (IP) when outsourcing. It is found that companies may gain from outsourcing even if there is possibility of IP misappropriation and moral hazard due to shirking. It is recommended that firms use a variable payment scheme linked to project outcome that would incentivize service providers to exert optimal effort in outsourcing projects. Moreover, when a task is outsourced in a weak IP regime, the optimal contract must implement a carrot and stick strategy comprising of limited IP sharing in conjunction with adequate incentive payments to the service provider.
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Palm, Peter. "Outsourced property management: the regulations of the property manager." Property Management 36, no. 5 (October 15, 2018): 620–32. http://dx.doi.org/10.1108/pm-03-2017-0015.
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Purpose The purpose of this paper is to identify factors on property management level for analysing incentives for an effective property management in an outsourced setting. Design/methodology/approach This research is based on an interview study of a set of three real estate-owning companies and their contracted facility management companies’ property management teams. Findings The study concludes that the property manager within the facility management company is highly controlled by the contract between the real estate owner and the facility management company. However, this contract does risk the individual property manager to prioritise the wrong work tasks as she/he has to know exactly what to prioritise in each contract and consider in whose interest she/he performs each task, the real estate owner, her/him employer or the tenants. Research limitations/implications The research in this paper is limited to Swedish commercial real estate sector. Practical implications The insight in the paper is regarding how real estate owners create incentives for the facility management companies’ property management organisation and how that are perceived by the individual property manager. Originality/value It provides an insight regarding how the commercial real estate industry prioritises different work tasks and how incentives are created to enable effort.
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., Haerudin, and Endeh Suhartini. "ANALISIS YURIDIS KEBERADAAN PERUSAHAAN OUTSOURCING DAN HAK PEKERJA TERKAIT SISTEM KONTRAK BERDASARKAN UNDANG-UNDANG NOMOR 13 TAHUN 2003." JURNAL ILMIAH LIVING LAW 13, no. 1 (April 23, 2021): 20. http://dx.doi.org/10.30997/jill.v13i1.4200.
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The purpose of this study are: 1) To find out and analyze the existence of outsourcing companies in contract system workers. To find out and analyze the granting of rights for workers related to the contract system based on Law No. 13 of 2003 concerning Labor. The research method used in this study is a normative juridical study that takes a qualitative approach that looks at and analyzes the legal norms in existing legislation and sociological research as supplementary data as primary data. The results of this study are: 1) The existence of outsourcing companies in contra system workers, in terms of employment relations between workers and outsourcing companies is based on a Specific Time Work Agreement, then the work agreement must require the transfer of the protection of the rights of workers whose objects of work remain, even though there is a change of companies that carry out part of the work of other companies or companies providing workers' services. 2) The granting of rights for workers related to the contract system based on Law Number 13 of 2003, there are still outsourced workers who are not registered with Jamsostek, so the legal protection of health and safety for outsourced workers is not implemented.Keywords : Labor Law; Outsourcing Company; Work Agreement.
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Mazza, Tatiana, Stefano Azzali, and Luca Fornaciari. "Audit quality of outsourced information technology controls." Managerial Auditing Journal 29, no. 9 (September 30, 2014): 837–62. http://dx.doi.org/10.1108/maj-10-2013-0956.
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Purpose – This paper aims to test the positive relationship between audit quality (AQ) of outsourced information technology controls (ITC) and information technology audit quality (ITAQ). Design/methodology/approach – Factor analysis, ordinary least squares (OLS) regressions and simulations. Findings – Scoping and planning phases of the audit cycle account for about 69 per cent of ITAQ. The AQ of outsourced ITC is strongly and directly related to ITAQ. Improvement of AQ of outsourced ITC may be achieved through evaluation of control design and operating effectiveness by service auditor as well as direct evaluation by the client in service provider location. Research limitations/implications – Sample size and input items in factor analysis. Practical implications – Companies and auditors could improve ITAQ through a better organization of the scoping and planning activities; they could also improve the AQ of outsourced ITC using direct evaluation in the service provider location supplemented with service auditor reports. Regulators could refine or change laws and frameworks to take into account the factors of ITAQ and the methodology of evaluation of outsourced ITC. Originality/value – Private data collected by questionnaire. The measures of ITAQ and the OLS model could be tested in future research, in countries with different frameworks and regulations related to AQ, different weight of outsourced information technology and other characteristics related to clients, service providers and service auditors.
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Rija, Maurizio, and Paolo Tenuta. "Evidence of internal auditing in Italian listed companies." Corporate Ownership and Control 13, no. 3 (2016): 256–65. http://dx.doi.org/10.22495/cocv13i3c1p12.
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This paper aims to provide an overview of how internal auditing has been adopted by companies listed in the STAR segment of the Italian Stock Exchange, and of the choice on its organizational position. After a review of the existing literature, the research aims to analyze the information emerging from corporate governance reports in 2015, in reference to the year 2014, which the companies prepare as part of information provided annually to the market. The sample for analysis is the group of companies (n. 71) belonging to the FTSE ITALY STAR Italian Stock Exchange.The research has shown, as the first element in the survey, that nearly all of the companies have created a dedicated function or outsourced the internal audit activity. The second major finding from the analysis is that in most companies the function depends hierarchically on the board. The third point analysed concerns the figure of responsible for Internal Auditing, as established by the Code of Conduct, it replaces the person responsible for internal control and risk management. The analysis showed that almost all the companies have attributed the tasks and responsibilities of the person responsible for internal control to the Head of the Internal Audit Department, due to the coincidence of the operating environments of the two figures and the strong synergies between the two roles. The last point analyzed covers the case where the internal auditing department is decentralized or, on the contrary, remains within the company. The results showed a substantial range of companies chose not to outsource the function
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Payaro, Andrea, and Anna Rita Papa. "Logistics Outsourcing: Why Do Not Some Italian SMEs Adopt the Externalization?" Asian Business Research 2, no. 2 (May 16, 2017): 46. http://dx.doi.org/10.20849/abr.v2i2.164.
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Logistics is a one of the common function that companies usually outsourced. The decision to keep this function in-house or contract with one or many third-party logistics (3PL) companies is entirely strategic and can dramatically impact any organization's bottom line. 3PL users report an average of 44% of their total logistics expenditures are related to outsourcing. 72% of firms are increasing their use of outsourced logistics services in 2015, which is up slightly from the average reported in recent years. Most developed outsourcing logistics market belongs to the U.S. with 88%. It is followed by Asia 48%, and Europe – 46% (O’Reilly, 2010). In Italy some industries can reach the 70%, in particular food, groceries and fashion (Osservatorio Contract Logistics del Politecnico di Milano). There are many researches about logistics and large enterprises. There are less studies about Small and medium-sized enterprises (SMEs) and logistics outsourcing. SMEs play a major role in the Italian economic system. Their business activities have become an important component of the Italian economy.This paper aims to depict the adoption level of outsourcing by Italian SMEs. By direct interviews to 28 companies’ representatives we investigate which services or processes are outsourced. We investigate the reasons why companies adopt or don’t adopt the externalization. Moreover, for every company we calculate the logistics costs of simple logistics processes. In effect, we wish to compare the logistics costs communicated by the firms and the same costs calculated with ABC (Activity Based Cost) model. This research demonstrate that SMEs adopt 3PLs only for transportation. SMEs do not know all the logistics services offered by 3PLs and SMEs think the services are dedicated only to large enterprises. Finally, many companies are not able to calculate logistics costs, then they cannot compare a 3PL offer with their real costs.
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Hong, Jun, Tao Wen, and Quan Guo. "Query Authentication of Outsourced Spatial Database." International Arab Journal of Information Technology 17, no. 4 (July 1, 2020): 539–47. http://dx.doi.org/10.34028/iajit/17/4/12.
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Outsourcing spatial database to a third party is becoming a common practice for more and more individuals and companies to save the cost of managing and maintaining database, where a data owner delegates its spatial data management tasks to a third party and grants it to provide query services. However, the third party is not full trusted. Thus, authentication information should be provided to the client for query authentication. In this paper, we introduce an efficient space authenticated data structure, called Verifiable Similarity Indexing tree (VSS-tree), to support authenticated spatial query. We build VSS-tree based on SS-tree which employs bounding sphere rather than bounding rectangle for region shape and extend it with authentication information. Based on VSS-tree, the third party finds query results and builds their corresponding verification object. The client performs query authentication using the verification object and the public key published. Finally, we evaluate the performance and validity of our algorithms, the experiment results show that VSS-tree can efficiently support spatial query and have better performance than Merkle R tree (MR-tree)
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Kamel, Ibrahim, and Mohammed N. Ba-Hutair. "Privacy Protection in Outsourced Spatial Databases." International Journal of Semantic Computing 10, no. 03 (September 2016): 347–63. http://dx.doi.org/10.1142/s1793351x16400134.
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Organizations have come to realize that storing their databases in the Cloud rather than in-house data centers is cheaper and more flexible. However, companies are still concerned about the privacy and the security of their data. Encrypting the whole database before uploading it to the Cloud solves the security issue. But querying the database requires downloading and decrypting the entire dataset, which is impractical. This paper proposes a new scheme for protecting the privacy and integrity of spatial data stored in the Cloud while being able to execute range queries efficiently. Data objects are encrypted and sorted using Z-order space-filling curve. An index is built on top of the encrypted data to be utilized by the Service Provider to identify and retrieve a superset of data objects that contains the answers to the query. Many simulation experiments have been carried out to measure the performance of the proposed scheme in terms of the redundancy in data retrieved. The experimental results show that the proposed scheme outperforms the most recent scheme by Kim et al. in terms of data redundancy.
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Edvardsson, Ingi Runar, and Guðmundur Kristján Óskarsson. "Outsourcing of Human Resources: The Case of Small- and Medium-Sized Enterprises." Merits 1, no. 1 (May 20, 2021): 5–15. http://dx.doi.org/10.3390/merits1010003.
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The outsourcing of human resources has increased in recent years. As in other fields of management research, limited knowledge is available on outsourcing in small- and medium-sized enterprises (SMEs). The aim of this paper is to present a study on the outsourcing of human resources in Icelandic service SMEs in the period 2009–2018. Surveys were used to gather information on outsourcing, with the participation of 802 firms. The results show that three out of four firms have outsourced some activities, while only 21% have formulated a formal strategy for outsourcing. The main motives for outsourcing are accessing expertise and simplifying operations. Cost reduction comes in third place. SMEs tend to outsource human resources on a very limited scale, while 50% of firms outsource information technology and 39% outsource security services. Larger firms outsource human resources on a larger scale than smaller firms. Managers in companies that outsource human resources are more satisfied with many aspects of outsourcing compared to those managers who do not outsource those resources. Firms that outsource human resources also realise more actual cost reduction. Outsourcing in SMEs has little impact on employment, as 3% of firms lay off staff and 6% transfer staff to vendors. Larger firms and firms that outsource human resources are more likely to change their staff’s employment status after outsourcing.
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Devi, Nurwulan Kusuma, and Amanda Rahayu Putri. "PENGARUH MOTIVASI, DAN KOMPETENSI TERHADAP KINERJA KARYAWAN ALIH DAYA (OUTSOURCHING) DI PT. MULTI SARANA KARYA MANDIRI KARAWANG." Aliansi : Jurnal Manajemen dan Bisnis 14, no. 1 (September 5, 2020): 91–99. http://dx.doi.org/10.46975/aliansi.v14i1.38.
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The problem to be examined in this study is the performance of employees in outsourcing companies at PT. Multi Sarana Karya Mandiri Karawang. Estimating researchers are influenced by motivation and competence factors. How big is the influence of motivation and competence on the performance of outsourced employees at PT. Multi Sarana Karya Mandiri Karawang? The purpose of the authors conducted this study was to study and analyze the motivation and competence on the performance of outsourced employees at PT. Multi Sarana Karya Mandiri Karawang, and the magnitude of the influence of independent variables on the dependent variable. The method used in this study is a quantitative method using descriptive and verification approaches. Respondents to outsourchers PT. Multi Sarana Karya Mandiri Karawang as many as 60 people. The data in this study are primary and secondary data. Where the primary data obtained from respondents’ answers to the questionnaire distributed by the author. The results of the analysis of the data that has been done by the author, the results show that there is a positive and significant influence on motivation and competence on the performance of outsourched employees of PT. Multi Sarana Karya Mandiri Karawang with a correlation coefficient r value of 0.250 for motivation and 0.557 for competence with a strong degree and a regression model Y = 9,689 + 0,233 +0,501 X.
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Chu, Jing. "Human Resource Management Outsourcing Decision for Small and Medium-sized Enterprises in China." International Business Research 9, no. 8 (June 16, 2016): 64. http://dx.doi.org/10.5539/ibr.v9n8p64.
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<p>Human resource management (HRM) plays an important role in every enterprise. Nowadays, in China, more and more enterprises, not only large companies, but also small and medium-sized enterprises (SMEs) choose to outsource their HRM activities for economic and strategic benefits. According to the feature of HRM in SMEs, this paper builds a more systematic and practical human resource management outsourcing decision model for SMEs. In this decision model, HRM activities are classified into transaction, profession and strategy levels, and economic benefit, core competence enhancement and risks are taken into consideration. Applying multi-objective intelligent weighted grey target decision method based on combination weighting approach, the decision model can help the enterprise decide which HRM activities should be outsourced in priority sequence. The study proposes a scientific guidance for China’s SMEs to make the HRM outsourcing decision. </p>
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van Klooster, Steven. "Conflict as Business." Proceedings of the International Association for Business and Society 31 (2020): 152–59. http://dx.doi.org/10.5840/iabsproc20203115.
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The state monopoly on violence is a core concept of modern public law, wherein only sovereign nation-states may lay claim to the legitimised usage of physical force. In recent years, however, this is commonly outsourced through Private Military Companies. Using Satz’s model and Weber’s definition of modern democracies, we argue that the market of Private Military Companies is a noxious one with severe ramifications in regards to democracy, freedom, and the autonomy of nation-states globally.
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Ndubisi, Nelson Oly, and Arne Nygaard. "The ethics of outsourcing: when companies fail at responsibility." Journal of Business Strategy 39, no. 5 (September 17, 2018): 7–13. http://dx.doi.org/10.1108/jbs-03-2018-0037.
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Purpose The purpose of this paper is to demonstrate that costs reduction is no longer a complete indication of performance and should not be attained at the expense of the firm’s sustainable social responsibility and environmental aspects. The question of whether outsourcing is a “blessing” or a “lesson” remains unresolved in the minds of practitioners and researchers alike. The literature is replete with the up- and down-sides of outsourcing, all going in different directions, making it very cumbersome particularly for practitioners to articulate when and what to outsource (if at all) and how to contain or mitigate outsourcing downsides. Design/methodology/approach Outsourcing as a two-edged sword can be value creating strategy or a firm’s soft spot. This paper focusses on the latter through a review of sourcing in two leading multinational companies: Benetton, in the fast fashion industry, and Nestlé, in the food industry. Findings Benetton experienced the biggest catastrophe in the garment industry, the Rana Plaza collapse. Nestlé went through the horse meat scandal, perhaps one of the most complex food crime cases in history. Both cases illustrated the strategic vulnerability that arises from the international outsourcing of production. Research limitations/implications Clearly, production costs are no longer a complete indication of performance as the two cases unveil. Management control systems should be especially vigilant when outsourcing transfers social and environmental responsibility from one contract to another in a global business context. Monitoring costs cannot be outsourced when it comes to sustainable social responsibility and environmental aspects. Practical implications Firms can leverage relationships with stakeholder groups, activists and NGOs to help them to monitor their international operations. Institution-based trust to protect brands, increased integration and control are necessary mechanisms. Originality/value Indeed, global outsourcing in any industry should transfer not only industrial operations but also credible and responsible social and environmental benchmarks.
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Ho, Chien-Ta, and Chung-Lun Wei. "Effects of outsourced service providers’ experiences on perceived service quality." Industrial Management & Data Systems 116, no. 8 (September 12, 2016): 1656–77. http://dx.doi.org/10.1108/imds-01-2016-0015.
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Purpose The purpose of this paper is to propose a framework to examine experiences of an information technology/information systems (IS) outsourcing service supplier as a signal of perceived service quality and to consider the moderating effects of information asymmetries and signal credibility. Design/methodology/approach Drawing on signaling theory, the paper integrates past experiences of an outsourcing service supplier, information asymmetries, signal credibility, perceived service quality, and purchase intention into a model. Questionnaires were collected in Taiwan, and partial least-squares technique was employed to test the model. Findings The results indicate that past experiences of an IS outsourcing supplier affect perceived service quality, which subsequently influences positively the intention to purchase IS outsourcing services. In addition, signal credibility moderates the relationship between the provider’s past experiences and perceived service quality, though information asymmetries do not have significant effect on the hypothesized moderating relationship. Originality/value This research enriches the extant literatures in signaling theory by demonstrating the few-mentioned IS outsourced suppliers’ experiences as a quality signal as well as in outsourcing contexts with signaling perspectives. The empirical findings validate the importance of dissemination and investment of past experiences for IS provider companies and give a cue of utilizing providers’ experiences to alleviate uncertainty when assessing IS service quality and purchasing outsourcing services for client companies.
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Leeney, Mark, João Varajão, António Trigo Ribeiro, and Ricardo Colomo-Palacios. "Information Systems Outsourcing in Large Companies." International Journal of Information Technology Project Management 2, no. 4 (October 2011): 44–58. http://dx.doi.org/10.4018/jitpm.2011100104.
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Information systems outsourcing is an indispensable tool in the management of information systems. The set of services contracted to outside suppliers, originally more limited to services of an operational nature, has expanded over the past two decades, and today there is a wide range of services subject to outsourcing. Among them are: the hiring of software development; maintenance of applications; services and communications networks; security of information systems; and many others. Depending on the nature of the services contracted and on the range that the contracting of services has on departments of information systems, the issues involved in project management vary considerably. This article presents the results of a survey conducted among large companies in the Republic of Ireland to characterize, among other things, the range of services that are most often outsourced. The results are relevant in the sense that not only do they enable a better understanding of the reality of information systems departments of large Irish companies, but also enable the management to focus attention on specific services.
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Kiisler, Ain. "LOGISTICS IN ESTONIAN BUSINESS COMPANIES." TRANSPORT 23, no. 4 (December 31, 2008): 356–62. http://dx.doi.org/10.3846/1648-4142.2008.23.356-362.
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The article describes logistics survey in Estonia carried out in 2007 as a part of the LogOnBaltic project. The level of logistics in Estonian manufacturing, trading and logistics companies is explored through logistics costs, performance indicators, outsourcing, ICT use and logistics self‐estimation of the companies responded. Responses from 186 Estonian companies were gathered through a web‐based survey (38% of manufacturing, 38% of trading and 24% of logistics sector). Logistics costs as the percentage of turnover make in average 13.8% in manufacturing and 13.3% in trading. Transportation and inventory carrying cost form around 70% of overall logistics costs. Considering the logistics indicators surveyed, Estonian companies show up with relatively low perfect order fulfillment rates, short customer order fulfillment cycles and effective management of cash flows. The most widely outsourced logistics function is international transportation followed by domestic transportation, freight forwarding and reverse logistics. By 2010, the outsourcing of IT systems in logistics followed by inventory management, warehousing and product customization is expected to increase more substantially. The awareness of logistics importance is still low among Estonian companies. Only 27–44% of those agree that logistics has a considerable impact on profitability, competitive advantage, top management or customer service level.
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Singhania, Monica, and Puneet Gupta. "First Telecom: Insourcing vs. Outsourcing." Emerald Emerging Markets Case Studies 4, no. 5 (October 8, 2014): 1–7. http://dx.doi.org/10.1108/eemcs-10-2013-0203.
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Subject area This case attempts to study one of the key problems faced by a multinational organisation in the globalised environment that exists today: whether to outsource or insource. Outsourcing deals with getting into a contract with an outside vendor/supplier (local to the region in question) to deliver services to the parent company as per the agreed deliverables. On the other hand, insourcing deals with setting up operations in the destination country and hiring local staff on behalf of the company to do the same tasks. Historically, outsourcing has been considered a better choice because of several benefits such as the ease of setting up operations, a predictable costing model and reduced capital investment. However, it comes with its own set of disadvantages as well, including a high attrition rate and a sub-standard level of quality in the deliverables. Apart from the quantifiable parameters, there are several qualitative parameters as well, which encompasses the employees' passion/commitment towards the company, sense of achievement and performance management process. This case considers an existing situation in First Telecom (henceforth, referred as FT), where they have outsourced one part of their operations to multiple providers in India and are now facing huge issues with the quality of the deliverables; as a result, FT are now looking to explore if an insourced solution would be more cost-effective and productive. It evaluates the two models against various parameters and makes a recommendation on the preferred model. Study level/applicability This case can be used as a teaching tool in the following courses: MBA/postgraduate programme in strategic decision-making; MBA/postgraduate programme in management in management accounting and management control systems; and executive training programme for middle- and senior-level employees to look at the various factors involved (in addition to cost) that should be taken into account while comparing outsourcing versus insourcing. Case overview FT is a communication service provider and has presence in more than 170 countries around the world. The company is considered among the top three telecom companies around the globe and offers solutions to multinational customers in the areas of networks, IP telephony, security services and other managed services. The company has more than 100,000 employees around the globe. In addition to the regular (on rolls) employees, the company also outsources a lot of its operations in various countries to local service providers. The services that this company outsources include software/tools development, solution pricing and in-life service management. Historically, the company has believed that outsourcing is a better alternative because of the ease of setting up operations and lower cost. However, because of the recent changes in the global market, there is a huge pressure within the company to reconsider all the functions and find ways to contain costs to help the company's bottom line. There have been numerous complaints about the quality of output from one of the outsourced functions, namely, the “Pricing Team”, which is being presently outsourced to two service providers in India. The lack of accuracy has cost the company a key opportunity valued at more than USD5 million and the COO is furious at this loss. He has tasked the head of business improvement to do a full review of the function and look at the possible alternatives the company can explore to avoid these issues in future. FT now wants to do a cost-comparison analysis of the existing set-up with a new insourced set-up considering all costs that would come into play. This would help FT to decide the future course of action to ensure reduced costs and enhanced operational efficiency from the process. Expected learning outcomes Understanding of cost-comparison parameters involved as an effective tool for strategy development and achieving organisational objectives; understanding of SWOT analysis (organisation level and decision level) and its applicability in the organisation context; understanding the Porter's five competitive forces model to illustrate the effect of environment on an organisation; and understanding of outsourcing and insourcing models and the pros and cons of each model, which is a key management decision in most multinational organisations. Supplementary materials Historical reports of the concerned unit in terms of the costs incurred, rate of attrition and operational efficiency achieved. Cost Accounting: A Managerial Emphasis, 14th ed., Charles T. Horngren, Srikant M. Datar and Madhav Rajan, Publisher: Prentice-Hall, 2012.Practical implications Based on the option (outsourcing versus insourcing) found to be better, appropriate actions would need to be taken in terms of either renewing the contracts with the outsourcing partners or preparing to terminate the existing contracts and hiring of talent from the market to replace the outsourced staff. Social implications For nearly two decades, India as a country has grown considerably and one of the key contributors in that growth has been “Business Process Outsourcing” from all across the world to India. While the outsourcing wave has provided the initial push to the economy of India, it would not be able to help sustain the momentum primarily because of two reasons: the first is the growth of other countries, such as Hungary, the Philippines and China, as alternatives for outsourcing (and equally may be more cost-effective at times); and the second reason is the shift in various companies towards an insourcing model for critical functions. Therefore, as a country, India needs to move ahead and, instead of only focusing on providing resources to do the tasks outsourced by global companies, focus should now shift to promoting innovation and creativity among the workforce. A lot of companies nowadays are realising the importance of product innovation and are investing huge amounts in R&D to come up with breakthrough technologies that can help them create a sustainable development model. However, this should in no way be considered an end of the outsourcing era. Although there needs to be an effort towards improving the interlock process, outsourcing is here to stay because of the benefits it brings.
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Popp, Nels, Jonathan A. Jensen, Chad D. McEvoy, and James F. Weiner. "An examination of the effects of outsourcing ticket sales force management." International Journal of Sports Marketing and Sponsorship 21, no. 2 (April 13, 2020): 205–23. http://dx.doi.org/10.1108/ijsms-04-2019-0046.
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PurposeThe purpose of the study is to ascertain whether sport organizations which outsource ticket sales force management outperform sports organizations which manage their ticket sales force internally, relative to ticket revenue and attendance.Design/methodology/approachThirteen years of ticket revenue and football attendance data were collected for National Collegiate Athletic Association (NCAA) Football bowl subdivision (FBS) Division I Athletics Departments (n = 126), as well as data on whether the organization employed an external (outsourced), internal or no ticket sales force. The number of salespeople employed was also captured. Within-subjects, fixed effects regression models, which included several control variables such as number of home contests, prior season attendance, team success and population, were run to assess the relationship between sales force type and both ticket revenue and attendance, for one year, two years and three years after sales force establishment.FindingsAll models were significant. While both internally managed ticket sales forces and those managed by outsourced firms saw significant increases in ticket revenue (compared to not employing a sales force), internally managed departments outperformed third parties. In addition, departments utilizing outsourcing companies reported lower attendance for the first two years after outsourcing, but attendance differences were negligible by the third year of outsourcing.Practical implicationsThe results of the study provide data to help sport managers determine whether outsourcing sales functions within an organization will lead to greater ticket revenue and/or attendance.Originality/valueWhile several sport management studies have examined the decision-making process of outsourcing organizational functions, no prior studies have examined the financial implications of doing so.
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Makkonen, Hannu, Sini Nordberg-Davies, and Rami Olkkonen. "“Shopping for Items” or “Partnering for Performance”? A framework of purchasing practices for value co-creation in post-outsourcing buyer–supplier relationships." Journal of Business & Industrial Marketing 33, no. 7 (August 6, 2018): 1027–36. http://dx.doi.org/10.1108/jbim-07-2017-0173.
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Purpose The article aims to further understanding of purchasing practices in post-outsourcing buyer–supplier relationships, and it provides a holistic approach and onceptualizations with which to balance the perspectives of purchasing as an intra-firm operational function and as a strategic activity embedded in relationship and network management. Design/methodology/approach The research is based on an inductive-oriented case study. The data comprised 61 thematic interviews conducted at 17 buyer companies (electricity distribution companies), 11 service supplier companies and six third-party organizations. The case features a setting in which a growing number of electricity distribution companies have outsourced operational functions regarding network construction, maintenance and fault repair and purchased these services from service suppliers representing a developing service market. Findings The study explicates the role of purchasing as an element with the most impact on post-outsourcing buyer–supplier relationship outcomes and development. The performance of the buyer–supplier relationship either accelerates or inhibits the new service supplier’s entry to the field and motivates or demotivates the electricity distribution companies to outsource their activities. This mechanism links to the respective development of supplier markets and buyer industry transformation. Originality/value The focal study provides a holistic approach and conceptualizations with which to balance the perspectives of purchasing as an intra-firm operational function and as a strategic activity embedded in relationship and network management. In particular, the study provides conceptual development on purchasing practices in post-outsourcing relationships and concrete managerial implications for dealing with such circumstances. The focal study includes case notes that facilitate using the study for teaching purposes.
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Matei, Mirela, and Marian Catalin Voica. "Some Considerations Regarding the Social Responsibility of Entrepreneurs in the European Union." International Journal of Sustainable Economies Management 2, no. 1 (January 2013): 26–35. http://dx.doi.org/10.4018/ijsem.2013010103.
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The concept of corporate social responsibility is in constant development. It passes from the sphere of large transnational companies to the smaller sized companies, in the field of SMEs. Although SMEs don’t have the impact of great corporations, they have a duty to carry out social responsibility programs. An SME, as a singular unit, does not have the social impact of transnational corporations, but the large number of SMEs creates a social impact comparable to the one generated by large corporations. Due to competitive pressures, large transnational companies have outsourced some activities. SMEs that have taken over these activities have taken over responsibility for social programs to offset the negative effects arising
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Caridi, Maria, Margherita Pero, and Andrea Sianesi. "Design chain visibility." Benchmarking: An International Journal 24, no. 5 (July 3, 2017): 1337–63. http://dx.doi.org/10.1108/bij-04-2016-0059.
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Purpose Researchers ascertain that the more the activities of new product development (NPD) process are outsourced to partners, the higher the need for integration. The purpose of this paper is to study: the extent to which the amount of information shared with the partners during NPD projects (DC visibility) depends on the degree of outsourcing (DC virtuality), and what are the context variables (product features and business relationship features) that influence this relationship. Design/methodology/approach This paper provides two sets of quantitative indexes to measure: the relevance of the activities outsourced during the NPD project (i.e. virtuality), in terms of the spread of the outsourced technological knowledge, and in terms of outsourced workload; and the amount of information that a focal company shares with product development partners (i.e. visibility). Seven NPD projects in different companies have been analyzed to investigate visibility, virtuality, and the implications of contingencies. Findings The cross-case analysis shows that the amount of information shared with the partners during the NPD project varies with the relevance of outsourced activities. In particular, the higher the relevance, the higher the amount of information shared with the partner. Partner location and integration, trust, and ICT support have a role in determining the amount of information shared with each single partner. Originality/value This study adopts an original network perspective in that the whole set of partners involved in the NPD process is analyzed. New quantitative indexes of visibility and virtuality of NPD projects are proposed, along with original insights about the impact of context variables. The quantitative indexes also provide a useful managerial tool to evaluate whether a focal company has the possibility to build competitive advantages that exploit unique resources beyond the boundaries of the company.
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Klapalová, Alena. "Reverse logistics and 3PL in the Czech Republic." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 60, no. 7 (2012): 163–70. http://dx.doi.org/10.11118/actaun201260070163.
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The paper is focused the results of survey investigating the utilization of services of the so called 3PL (third party logistics) or in other words outsourcing of reverse logistics activities (RL) in the context of their strategic versus operative or ad hoc management of RL and in relation to various benefits seeking and gaining within the frame of RL management. The exploratory analysis tries to answer the basic research question whether companies strategically managing reverse flows (RF) use services of 3PL more often compared to companies with ad hoc or operative management and what is the role of costs versus benefits in the context of outsourcing of RL activities. The survey was realized among 150 Czech small, middle and big companies from several industries and the size and type of industry are two other contextual factors related to outsourcing decisions. Results show statistically significant relationship between character of planning hierarchy and number of activities performed by 3PL, where companies that plan RF strategically, employ 3PL more often. The findings indicate also differences between the companies which plan RF strategically and those which plan RF only on tactical and operational level (Sig. (1-tailed) = 0.033) and those that do not plan at all (in comparison to those that plan on strategic level – Sig. (1-tailed) = 0.123) when analyzing the types of RL activities. The survey also shows that companies which outsource more RL activities (3 and more), perceive less financial benefits than nonfinancial benefits. Significant dependence was detected between the size of company and number of both benefits perceived with RF management. This finding can stand for the fact, that in bigger companies more commitment of managers and employees is devoted to RF. Very important result shows that activities which are outsourced distinctly more by the companies planning RL strategically belong to the activities creating higher value for companies. The paper contributes to a better understanding of present knowledge targeted at RF management practices and offers the first existing knowledge of the utilization of 3PL for RL practices in the Czech Republic.
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Sabadosh, Vasyl, and Oleg Suprunenko. "Das waldreiche obere Theresiental (Transkarpatien, Ukraine) – geografisch-ökologische und sozioökonomische Beschreibung | The forest-rich upper Theresian Valley (Transcarpathia, Ukraine): a geographic-ecological and socio-economical description." Schweizerische Zeitschrift fur Forstwesen 158, no. 1-2 (February 1, 2007): 14–21. http://dx.doi.org/10.3188/szf.2007.0014.
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The upper Theresian Valley lies along the southwest-facing ridge of the Ukrainian Carpathians. Despite expansive forestation high water levels are frequent. The forest belongs to the state and is centrally administrated. Felling is sometimes outsourced to private companies and private companies have also been founded to process the timber. Job opportunities have become fewer and illegal work is increasing. A new democratic awareness has emerged since the «Orange Revolution» in 2004. With foreign investors, however, new risks emerge. The authors recommend giving monies from forest management to the communities, the founding of new wood processing enterprises and more transparent information.
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Martin Palmero, Federico, and Fernando Gonz´ález Laxe. "The financialisation of the fishing industry." European Journal of Government and Economics 10, no. 1 (June 17, 2021): 65–79. http://dx.doi.org/10.17979/ejge.2021.10.1.7444.
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Successive technical and organizational innovations have modelled the current structure and composition of the fishing industry. The market structure varies considerably between countries and the fish species they catch. There is a generalised global convergence towards an industrial-outsourced model, in which companies occupy a central and basic position in economic strategies. Two predominant key trends are identified: financialisation and the monopolisation of fishing areas. This paper begins with an analysis of the fishing sector from the perspective of the presence of investment funds that hold stakes in companies specialising in a principal region of Europe.
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Apte, Uday M., Marion G. Sobol, Sho Hanaoka, Tatsumi Shimada, Timo Saarinen, Timo Salmela, and Ari P. J. Vepsalainen. "Is Outsourcing Practices in the Usa, Japan and Finland: A Comparative Study." Journal of Information Technology 12, no. 4 (December 1997): 289–304. http://dx.doi.org/10.1177/026839629701200405.
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With increasing cost-reduction pressures, outsourcing of information systems (IS) functions has emerged as an important option for managers in companies around the world. In this paper we present the results of our exploratory, empirical research comparing practices of domestic and global IS outsourcing in the USA, Japan and Finland. The research methodology of a mail survey with similar questionnaires was used in all three countries. The paper provides new empirical evidence comparing these countries on the types of functions being commonly outsourced, the extent to which these functions are outsourced, views of Chief Information Officers (CIOs) on the desired cost savings and the comparative ratings of the advantages and disadvantages of IS outsourcing. Also compared are the roles played by different executives in making outsourcing decisions. The implications of these results for IS managers and directions for future research are presented in the conclusions.
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Seshadri, D. V. R. "Bucking the Trend: A Look at Zyme Solutions' Non-linear Business Model for IT Services from India." Asian Case Research Journal 15, no. 01 (June 2011): 37–62. http://dx.doi.org/10.1142/s0218927511001460.
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The case describes XGen Technologies (name disguised), an India-based IT Enabled Services (ITES) company having to grapple with the issues of linear growth. The company's headcount had touched a whopping 40,000 and managing such a large setup was becoming a severe challenge, putting immense pressure on Partha Sen, the CEO, to adopt an innovative business model to sustain historical growth rates of revenue and profitability. This situation was similar to what most Indian ITES companies faced: they had been clocking impressive growth, yet there were concerns about the future. The case then describes some of the strategies that software companies have been adopting in order to achieve greater non-linearity in their business. In particular, the case concentrates on Zyme Solutions, Inc., a fully outsourced hosted data service provider to the high-tech vertical market, which has built as a non-linear business from the ground up, without the legacy of the linear business models to contend with. Students are put in the place of Partha Sen, having to decide on an approach that established companies like XGen could adopt to transit to a non-linear model.
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Longaray, André Andrade, João de Deus Rodrigues Gois, and Paulo Roberto da Silva Munhoz. "Proposal for using AHP Method to Evaluate the Quality of Services Provided by Outsourced Companies." Procedia Computer Science 55 (2015): 715–24. http://dx.doi.org/10.1016/j.procs.2015.07.083.
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Kalliola, Satu, and Jukka Niemelä. "Maintaining Dignity – A case of outsourced paper plant cleaners in Finland." International Journal of Organization Theory & Behavior 15, no. 3 (March 1, 2012): 334–63. http://dx.doi.org/10.1108/ijotb-15-03-2012-b004.
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Outsourcing has gained favor since the 1980s, and Finnish paper companies used it as late as 2006, when a group of female cleaners were outsourced from the case plant of this study. This article focuses on the context of outsourcing, characterized by the bargaining power and choices made by the bargaining parties, the responses of the cleaners over time and the potential theoretical explanations of the outcome. The responses, such as disappointment and anger, mental and physical tiredness, sickness absenteeism, and starting to get adjusted, were interpreted in the frameworks of occupational culture, the job characteristics model, old and new craftsmanship, and relational and transactional psychological contracts. The method was a combination of naturalistic inquiry and abduction. The study points out that more than one theoretical framework was needed to gain an understanding of the situation.
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Boccalatte, Kaylee. "Labour economy: do unions really influence sourcing decisions?" Journal of Management History 26, no. 1 (August 14, 2019): 19–40. http://dx.doi.org/10.1108/jmh-04-2019-0025.
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Purpose This article aims to uncover the influence employment relations, and more specifically union avoidance has on the decision to outsource road transport. Employment Relations literature often attributes outsourcing decision to decollectivist strategies, minimising the influence unions have in their workplaces or to labour cost reduction objectives. These explanations, however, fail to explain why some firms do not outsource when their sourcing structure incurs greater union involvement or industrial relation. Design/methodology/approach The author examines two case studies. Company A and Company B, while operating in a similar environment, selling similar products and offering a similar home delivery service have adopted different governance structures for their outbound transport function; Company A has integrated while Company B has outsourced. Was union avoidance or transaction cost reductions central to their respective decisions? Findings Company A did not integrate in an effort to circumvent union intervention or reduce costs. Company A’s integration, on the contrary, increased the firm’s dealings with unions, as well as regulatory compliance and transaction costs. Company B’s decision to outsource yielded similar results. While not experiencing an increase in union intervention, the firm failed to reduce the density of unionised labour and by maintaining ownership of delivery vehicles, saw a rise in costs. Originality/value Union avoidance is not an explanatory factor in the sourcing decision, nor is it possible to explain through transaction cost economics. Explication for outcomes lies in value enhancement. Companies are willing to incur higher employment relations and transport costs if the result is higher value capture.
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Brown, Alan S. "Staying Alive." Mechanical Engineering 128, no. 01 (January 1, 2006): 22–26. http://dx.doi.org/10.1115/1.2006-jan-1.
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This article provides details of small US companies that are competing with Chinese counterparts and earning profits as well. Elnik Systems keeps costs under control by importing expensive molybdenum and tungsten furnace metals from China. It also outsources predrilled molybdenum furnace tray preforms, but must bend them into shape in the United States to achieve the quality it requires. Irwin Industrial Tool Co. sets aggressive cost goals each year, relying on employee teams and ongoing investment to drive down unit costs. It has reduced headcount, sought better deals from suppliers, and even outsourced its warehouse. Reducing costs cuts the premium Irwin needs to charge to profit from making Vise-Grips in DeWitt. As long as ‘Made in America’ means a better product, it can continue to do that. In many ways, the engineering plastic injection molding business of Donnelly Custom Manufacturing Co. in Alexandria, Minn. resembles the short-run, fast-turnaround model of New York's Liberty Brass Turning. Despite his success, Donnelly worries about America's manufacturing future. Donnelly exited the business before it all went to China. Now he questions whether other start-ups would go to a local source or deal directly with China.
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Dai, Hua, Hui Ren, Zhiye Chen, Geng Yang, and Xun Yi. "Privacy-Preserving Sorting Algorithms Based on Logistic Map for Clouds." Security and Communication Networks 2018 (September 4, 2018): 1–10. http://dx.doi.org/10.1155/2018/2373545.
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Outsourcing data in clouds is adopted by more and more companies and individuals due to the profits from data sharing and parallel, elastic, and on-demand computing. However, it forces data owners to lose control of their own data, which causes privacy-preserving problems on sensitive data. Sorting is a common operation in many areas, such as machine learning, service recommendation, and data query. It is a challenge to implement privacy-preserving sorting over encrypted data without leaking privacy of sensitive data. In this paper, we propose privacy-preserving sorting algorithms which are on the basis of the logistic map. Secure comparable codes are constructed by logistic map functions, which can be utilized to compare the corresponding encrypted data items even without knowing their plaintext values. Data owners firstly encrypt their data and generate the corresponding comparable codes and then outsource them to clouds. Cloud servers are capable of sorting the outsourced encrypted data in accordance with their corresponding comparable codes by the proposed privacy-preserving sorting algorithms. Security analysis and experimental results show that the proposed algorithms can protect data privacy, while providing efficient sorting on encrypted data.
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Luciano, Edimara Mezzomo, Mauricio Gregianin Testa, Leandro Pilatti, and Ionara Rech. "APPLICABILITY OF COBIT IN MANAGING OUTSOURCED INFORMATION TECHNOLOGY ACTIVITIES: AN INVESTIGATION BASED ON TWO MULTINATIONAL COMPANIES." Revista Eletrônica de Sistemas de Informação 9, no. 2 (December 31, 2010): 6. http://dx.doi.org/10.5329/resi.2010.0902006.
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Ho, Zih Ping. "Just-in-Time Orders Delivery Mixed Outsourcing Problem." Applied Mechanics and Materials 220-223 (November 2012): 246–50. http://dx.doi.org/10.4028/www.scientific.net/amm.220-223.246.
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In a competitive environment, service guarantees would affect customer back-off rate. On time delivery plays an important role on time-based competition. If orders cannot be delivered on time, those orders should be outsourced in order to gain a good reputation. However, if a cargoes distribution company has it own trucks, it would gain more profits if the orders were not outsourced. Thus, JIT orders delivery mixed outsourcing problem (JITMOP) is a difficult decision making problem in a cargoes distribution company. This research constructed a Mixed Integer Programming (MIP) model for maximizing operational profits of the company. The study proposed a Genetic Algorithm with Tabu (GAWT) to solve the model. For validation, the proposed approach was comparing to Random Hybrid Tabu (RHT) and Ransom Search (RS); also found GAWT outperformed RS by an average of 54%. It represented that a cargoes distribution company would gain more than 54% of profits if they schedule orders well, part of orders outsourcing to collaborative companies, and using GAWT heuristics. Future research suggests expanding this research to include more discussion if some assumptions are changed.
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Suweero, Kittipong, Wutthipong Moungnoi, and Chotchai Charoenngam. "Outsourcing decision factors of building operation and maintenance services in the commercial sector." Property Management 35, no. 3 (June 19, 2017): 254–74. http://dx.doi.org/10.1108/pm-06-2016-0028.
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Purpose Building operation and maintenance (BOM) services are important activities for highly competitive businesses. In addition, outsourcing decision factors are key to the effectiveness of BOM. Hence, the purpose of this paper is to identify and prioritize the decision factors that affect outsourcing decision factors for BOM services, to elicit the different perceptions of each managerial group (shopping centers, hotels, and hospitals), and to categorize the important outsourced BOM decision factors. Design/methodology/approach On the basis of the literature review, the authors observed that there are 56 outsourcing decision factors in six groups. The survey included 105 of the largest and most competitive companies in Bangkok, Thailand. The statistical methods applied were the relative importance index (RII), t-test, one-way analysis of variance (ANOVA), and factor analysis (FA). Findings The findings show that the three participant groups are different in some respects, as shown by their RII values. After ranking the RII values, the top 15 factors for each participant group were used to compare the participant groups using the t-test and one-way ANOVA, which confirmed their respective similarities and differences. Through an FA, the top reasons that each business outsourced BOM services were grouped into major categories. Originality/value The results of this research will not only facilitate an understanding of the related decision factors used by each particular business in the commercial sector but will also assist outsourcing companies in identifying and improving support services for businesses.
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Paula Filho, Galdino Xavier de, Miquéias Freitas Calvi, and Roberta Rowsy Amorim de Castro. "Socioeconomic Analysis of Rural Credit and Technical Assistance for Family Farmers in the Transamazonian Territory, in the Brazilian Amazon." Journal of Agricultural Science 8, no. 10 (September 7, 2016): 177. http://dx.doi.org/10.5539/jas.v8n10p177.
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<p>In Brazil, Rural Credit and Technical Assistance policies for family farming were formulated with the goal of promoting rural development in a sustainable and integrated manner. This study is the result of the <em>Monitoring and assessment of public policies for territory management in the Pará Amazon</em> project, undertaken by the Federal University of Pará (UFPA), aimed to evaluate the main socioeconomic impacts and limitations for the execution of these policies in the Transamazonian Territory. It is characterized as qualitative and exploratory, developed from bibliographic research and field research, based on data obtained through interviews conducted with 22 families of farmers who are beneficiaries of Rural Credit, the B modality of the National Programme for Strengthening Family Agriculture (PRONAF) and of the Technical Assistance Policy, whose sample corresponds to 10% of total contracts made effective within that Territory, between the years of 2013 and 2014. In addition to these farmers, for the analysis of the Technical Assistance service, interviews were conducted with extension workers from eight organizations, one of which is a state public company and seven of which are outsourced companies hired by the Federal Government to provide this service. The descriptive analysis shows that PRONAF B focuses on areas that produce short cycle food crops and on fishing activities. The technical assistance service provided by the public company is carried out in all the cities within the Territory, but only meets 10% of the demand; the service provided by the outsourced companies also occurs in all cities and its greatest setback is the delay in the release of funds by the Federal Government, which generates delays in the agricultural calendar and discontinuity in the productive activities, due to the end of the term of the companies’ contracts.</p>
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Chelliah, John. "Child labor in the supply chain." Human Resource Management International Digest 25, no. 4 (June 12, 2017): 1–2. http://dx.doi.org/10.1108/hrmid-11-2016-0153.
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Purpose This paper aims to highlight the risks faced by companies through the use of child labor in their outsourced global supply chains. Design/methodology/approach This paper explores recent research and commentary on child labor in global supply chains. Findings This paper reveals the risk of brand damage to large organizations as a result of child labor inputs in their supply chains. Practical implications This study guides practitioners of human resources in advising management on strategic and tactical approaches in sanitizing supply chains of child labor. Social implications This paper draws attention to the risks associated with the presence of child labor in the supply chain and need for large companies to practice social responsibility beyond their borders. Originality/value The study demonstrates how child labor is not just an ethical issue but a legal one as well and how injustices suffered by children can through public awareness campaigns destroy brand value of the ultimate benefactor companies.
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Matos, Teresa Cristina Furtado, and Serge Katembera Rhukuzage. "Outsourced information: identity and unpaid work in the age of digital journalism." Comunicação e Sociedade 28 (December 28, 2015): 359–77. http://dx.doi.org/10.17231/comsoc.28(2015).2286.
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The Age of Information has been extensively studied by Castells, in the late 1980’s. Several of the implications discussed by this author at the time are observable nowadays, specially the ones concerning the tendencies to precariousness that labor activities related to information production present. Due to an increasingly accentuated demand for information, communication companies (such as TV stations and printed and online newspapers) have developed outsourcing methods of production of content. Said methods consist, basically, on the recruitment of a literate elite of professionals, originated from other countries, to produce quality “local news”. In this article, we analyze a concrete case of outsourcing of information, performed by a French blog platform that mainly recruits contributors from Africa. Based on the analysis of the interviews carried out with ten of these bloggers, we show, albeit in an exploratory way, the emerging conflicts that the process of outsourced production of information generates. During the discussion of this subject, we mobilized concepts developed within the field of sociology of work and other recent theoretical productions on the precariousness of informational work.
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Anderson, Urton L., Margaret H. Christ, Karla M. Johnstone, and Larry E. Rittenberg. "A Post-SOX Examination of Factors Associated with the Size of Internal Audit Functions." Accounting Horizons 26, no. 2 (June 1, 2012): 167–91. http://dx.doi.org/10.2308/acch-50115.
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SYNOPSIS This study develops and tests a conceptual model articulating factors associated with internal audit function size in the post-SOX era. These factors include audit committee characteristics, internal audit characteristics and mission, internal audit activities performed by others (including outsourced providers and other divisions within the organization), and organization characteristics. Results from a survey of 173 public and private companies reveal that internal audit function size is positively associated with: (1) better audit committee governance, (2) greater organizational experience of the chief audit executive, (3) missions involving IT auditing, (4) the use of sophisticated audit technologies, (5) the use of a staffing model in which internal audit is used for rotational leadership development, (6) organization size, and (7) the number of foreign subsidiaries that the organization possesses. Further, internal audit function size is inversely associated with: (1) the percentage of internal audit employees that are Certified Internal Auditors, and (2) the extent of assurance and compliance activities outsourced to outsiders. These results contribute to prior literature on internal audit function size by considering a variety of factors that are associated with internal audit function size in the contemporary era. Data Availability: Contact the authors.
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Zarour, Karim, and Djamel Benmerzoug. "A Requirements-Oriented Modelling Language for an Optimized Distribution of Business Processes on a Multi-Cloud Environment." International Journal of Technology Diffusion 12, no. 3 (July 2021): 1–22. http://dx.doi.org/10.4018/ijtd.2021070101.
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Many companies resort to business process outsourcing (BPO) to survive in today's tough competition. This trend has been intensified with the advent of Cloud computing that brings a new way of paying and consuming resources. Nonetheless, preserving companies' knowhow, protecting sensitive data, and ensuring the compliance of business processes (BPs) remain among the most important challenges in BPO to the Cloud. An organization must therefore consider several factors to determine which BP parts should be outsourced and to assign them the most appropriate Cloud offers. This paper proposes an extension of the business process model notation (BPMN) that allows specifying the requirements of BP activities in terms of security, compliance, cost, performance, data transfer, and obfuscation. This extension is intended for the BP modelling phase and aims to assign to each activity the Cloud offer that best meets its requirements.
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Griffis, Stanley E., and Thomas J. Goldsby. "Transportation management systems: an exploration of progress and future prospects." Journal of Transportation Management 18, no. 1 (April 1, 2007): 18–32. http://dx.doi.org/10.22237/jotm/1175385780.
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This research reports the experiences of both adopters and non-adopters of transportation management system (TMS) technology. TMS adopters represent a diverse array of companies, with a surprisingly high percentage of adopters using outsourced services for decision support activities. Motives for adoption tend to align with the firm’s strategic needs though functionality focuses on the shipper’s day-to-day operational needs. While expectations of system performance and return on investment vary greatly, TMS users illustrate a generally high level of satisfaction. Non-adopters view decision support for transportation activities as a low priority. The article explores future prospects for TMS development and adoption.