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Journal articles on the topic 'Outsourcing contract and BPO'

Author: Grafiati

Published: 8 September 2021

Last updated: 2 February 2022

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1

Ge, Ling, Xiaoyan Wang, and Zhilin Yang. "The strategic choice of contract types in business process outsourcing." Business Process Management Journal 27, no. 5 (2021): 1569–89. http://dx.doi.org/10.1108/bpmj-11-2020-0493.

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PurposeHow to determine the appropriate contractual structure for an outsourcing relationship has been a major theme in the business process outsourcing (BPO) literature. Drawing on transaction cost economics, this study aims to examine how anticipated coordination and adaptation costs in a BPO relationship affect the choice of contract types. Specifically, this research categorizes contracts types (fixed-price, time and materials and hybrid contracts) based on levels of contract design comprehensiveness and flexibility to change.Design/methodology/approachThe research setting is the BPO for a

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Zimmer, Dieter. "Outsourcing strategy: local versus international contract research organizations." Bioanalysis 6, no. 10 (2014): 1279–81. http://dx.doi.org/10.4155/bio.14.76.

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I Wayan Artana. "PERAN PEMERINTAH DALAM PERLINDUNGAN HUKUM TERHADAP PEKERJA OUTSOURCING DI PT. BALI DANA SEJAHTERA OLEH PT. BPD BALI." Kerta Dyatmika 17, no. 1 (2020): 11–20. http://dx.doi.org/10.46650/kd.17.1.813.11-20.

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It is the duty of the Labor Office in an effort to provide protection to outsourced workers as an agency authorized to carry out supervision and enforcement of any violations of labor regulations by employers and workers who have not carried out firmly, especially in favor of employers and tend not to act fairly regarding the fulfillment of rights workers' rights. Therefore, the problem of outsourced workers often occurs, both in terms of wages or extension of the work contract. Based on the background above is: 1) How is the legal protection of outsourcing at PT Bali Dana Sejahtera whic

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

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Despite the phenomenal growth in outsourcing of various business functions like Enterprise Systems outsourcing, IT outsourcing, and Business Process outsourcing, there has been relatively less attention given to the high-risk area of outsourcing contracts. In this regard, contract has been the conventional medium for governing outsourcing relationships. This study aims to bring forward the importance of quality in the entire contracting process, involving contract planning, pre-contract negotiation, contract formulation, and post-contract management. Specifically, the objective of this paper i

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

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Purpose The decision to operate BPO-IT organisational model by a business process outsourcing (BPO) service provider has far reaching benefits. The purpose of this paper is to develop a service provider’s BPO-IT framework that provides in-house IT function (software) required to process client services. Design/methodology/approach The multi-case study adopted an exploratory sequential mixed method research approach. In the first instance, seven BPO service provider organisations were investigated in the qualitative phase and 156 in the quantitative phase, respectively. Findings The adoption of

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Lacity, Mary C., Stan Solomon, Aihua Yan, and Leslie P. Willcocks. "Business Process Outsourcing Studies: A Critical Review and Research Directions." Journal of Information Technology 26, no. 4 (2011): 221–58. http://dx.doi.org/10.1057/jit.2011.25.

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Organizations are increasingly sourcing their business processes through external service providers, a practice known as Business Process Outsourcing (BPO). Worldwide, the current BPO market could be as much as $279 billion and is predicted to continue growing at 25% annually. Academic researchers have been studying this market for about 15 years and have produced findings relevant to practice. The entire body of BPO research has never been reviewed, and this paper fills that gap. We filtered the total studies and reviewed 87 empirically robust BPO articles published between 1996 and 2011 in 6

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Bryant, R. "Outsourcing and Contract Services." Journal of Biomolecular Screening 16, no. 10 (2011): 1256–59. http://dx.doi.org/10.1177/1087057111427682.

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McGee, James. "Outsourcing and Contract Services." Journal of Biomolecular Screening 17, no. 10 (2012): 1379–81. http://dx.doi.org/10.1177/1087057112462667.

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Mattheakis, Larry. "Outsourcing and Contract Services." Journal of Biomolecular Screening 18, no. 10 (2013): 1338–39. http://dx.doi.org/10.1177/1087057113505963.

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Hughes, Stephen R. "Outsourcing and Contract Services." Journal of Laboratory Automation 18, no. 6 (2013): 423–24. http://dx.doi.org/10.1177/2211068213505272.

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11

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 capabil

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Patil, Shrinivas, and Winai Wongsurawat. "Information technology (IT) outsourcing by business process outsourcing/information technology enabled services (BPO/ITES) firms in India." Journal of Enterprise Information Management 28, no. 1 (2015): 60–76. http://dx.doi.org/10.1108/jeim-09-2013-0068.

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Purpose – The purpose of this paper is to understand the roles various drivers such as cost, strategy and risk play when business process outsourcing/information technology enabled services (BPO/ITES) firms in India outsource their information technology (IT) functions to third-party vendors. If all key drivers associated with IT outsourcing were understood, and such knowledge of those variables was incorporated into the reasons for outsourcing, there would be a greater probability of a successful outcome. Design/methodology/approach – A “hybrid” (quantitative and qualitative) research methodo

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Knol, Arjan J., Egon Berghout, and Albert Boonstra. "Attributes of Communication Quality in Business Process Outsourcing Relationships." International Journal of IT/Business Alignment and Governance 2, no. 1 (2011): 35–55. http://dx.doi.org/10.4018/jitbag.2011010103.

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In the past decade, offshore business process outsourcing (BPO) has gained considerable momentum within the global economic landscape. Western companies tend to outsource their business processes to emerging economies, such as India. Research indicates that high quality communication is a crucial element in the success of outsourcing relationships. However, in practice, communication is a problematic factor. In this paper, the authors analyse this complexity by developing and applying a theoretically based BPO-communication quality model. In the empirical part of this study, communication attr

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Lacity, Mary, and Leslie Willcocks. "Business process outsourcing and dynamic innovation." Strategic Outsourcing: An International Journal 7, no. 1 (2014): 66–92. http://dx.doi.org/10.1108/so-11-2013-0023.

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Purpose – This paper aims to answer the question: how do clients and BPO service providers work together to foster dynamic innovation? Dynamic innovation is a process by which clients incent providers to deliver many innovations each year that improve the client's performance in terms of operational efficiency, process effectiveness and/or strategic impact. Design/methodology/approach – The paper is based on research conducted in 2011 and 2012 and includes 202 survey responses and 48 in-depth interviews in 24 client organizations. Findings – The most effective innovation incentives are mandato

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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 knowl

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Budzyńska, Katarzyna. "Offshoring sector in Poland." Oeconomia Copernicana 7, no. 4 (2016): 635. http://dx.doi.org/10.12775/oec.2016.035.

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Companies across industries gain the competitive advantage by outsourcing and offshoring. Developing countries are becoming the attractive locations for the BPO/SSC enterprises. The article reviews the definition of outsourcing and offshoring and presents the findings for the fast-growing BPO/SSC area in Poland. The study is based on detailed analysis of the literature on outsourcing and offshoring. The article presents a preliminary analysis of offshoring sector in Poland. The following considerations are taken into account: the number of companies and employees in this sector, foreign direct

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Chahal, Amanbir kaur, and Gurpreet Singh. "Advanced IT Outsourcing By Using Cloud Computing Model." INTERNATIONAL JOURNAL OF COMPUTERS & TECHNOLOGY 2, no. 2 (2012): 6–17. http://dx.doi.org/10.24297/ijct.v2i2a.6738.

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In this paper we will discuss Outsourcing is the commissioning of a third party (or a number of third parties) to manage a client organization.s IT assets, people and/ or activities to required results. Business process outsourcing (BPO) is a more comprehensive definition of the current situation within the outsourcing domain. BPO has become increasingly interesting as more and more business processes are commoditized and thus easier to be hosted by an external party. Cloud Computing has all the attributes and potential to support a global BPO environment. These attribute are: virtualization,

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McIvor, Ronan. "An analysis of the application of process improvement techniques in business process outsourcing." International Journal of Quality & Reliability Management 33, no. 3 (2016): 321–43. http://dx.doi.org/10.1108/ijqrm-04-2014-0045.

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Purpose – The purpose of this paper is to enhance the understanding of the application of process improvement techniques (PITs) in the business process outsourcing (BPO) process. The paper focuses on how PITs impact the BPO process, and identifies a number of key enablers of applying PITs in the BPO process. Design/methodology/approach – The paper employs a case study approach. In-depth case study analysis of a number of organisations that have employed a number of PITs in BPO is carried out. Findings – The findings support current literature that highlights the importance of formal contractin

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Rusu, Horea, and Emil Jensen. "Factors Hindering IT Outsourcing Relationship in Swedish Public Organizations." International Journal of Innovation in the Digital Economy 6, no. 2 (2015): 20–37. http://dx.doi.org/10.4018/ijide.2015040102.

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IT outsourcing relationship is the relationship in the outsourcing agreement between the service provider and service receiver. The overall IT outsourcing success is directly influenced by the IT outsourcing relationship. However, not much attention has been given in research literature to the IT outsourcing relationship in public organizations and even less regarding the IT outsourcing relationship in Swedish public organizations. This study investigates the factors that hinder the post-contract stage of IT outsourcing relationship in Swedish municipalities. The research was performed through

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Miranda, Shaila M., and C. Bruce Kavan. "Moments of Governance in is Outsourcing: Conceptualizing Effects of Contracts on Value Capture and Creation." Journal of Information Technology 20, no. 3 (2005): 152–69. http://dx.doi.org/10.1057/palgrave.jit.2000045.

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Research on the governance of IS outsourcing has recognized two moments of governance: the formal outsourcing contract (promissory contract) and post-contractual relationship management (psychological contract). While this research has been prescriptive of contract terms that lead to successful outsourcing, there is need for clarity on what specific governance options are available at each moment of governance and how governance choices at one moment affect those at another, and consequently affect outsourcing outcomes. This paper draws on theoretical and empirical work in the areas of governa

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Fadieiev, A. V. "RISK MANAGEMENT IN THE OUTSOURCING CONTRACT." Economics and Law, no. 3 (December 18, 2017): 48–53. http://dx.doi.org/10.15407/econlaw.2017.03.048.

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Qiu, Larry D., and Huayang Yu. "International Outsourcing and Imperfect Contract Enforcement." Asia-Pacific Journal of Accounting & Economics 14, no. 3 (2007): 315–36. http://dx.doi.org/10.1080/16081625.2007.9720803.

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Taylor, P. "Product Focus: Outsourcing and Contract Services." Journal of Biomolecular Screening 15, no. 10 (2010): 1287–88. http://dx.doi.org/10.1177/1087057110386577.

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Lu, Yi, Travis Ng, and Zhigang Tao. "Outsourcing, Product Quality, and Contract Enforcement." Journal of Economics & Management Strategy 21, no. 1 (2012): 1–30. http://dx.doi.org/10.1111/j.1530-9134.2011.00321.x.

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Yao, Tao, Bin Jiang, Scott T. Young, and Srinivas Talluri. "Outsourcing timing, contract selection, and negotiation." International Journal of Production Research 48, no. 2 (2009): 305–26. http://dx.doi.org/10.1080/00207540903174858.

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Hu, Gary. "Strategies for Outsourcing Peptide Contract Manufacturing." BioProcessing Journal 10, no. 2 (2011): 14–16. http://dx.doi.org/10.12665/j102.hu.

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27

Choi, Jin Hyuk, and Kookyoung Han. "Optimal contract for outsourcing information acquisition." Economics Letters 195 (October 2020): 109443. http://dx.doi.org/10.1016/j.econlet.2020.109443.

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Qi, Cong, and Patrick Y. K. Chau. "Relationship or contract? Exploring the key factor leading to IT outsourcing success in China." Information Technology & People 28, no. 3 (2015): 466–99. http://dx.doi.org/10.1108/itp-10-2014-0236.

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Purpose – Effective management of IT outsourcing continues to be a challenge to organizations today. Organizations in China suffer from even bigger problems than other regions of the world. The IT outsourcing market is in its infancy and the outsourcing practice is still at its initial stage. Regarding to the outsourcing management issues, the literature has explored the role of either the relationship or contract in governing IT outsourcing success. However, few efforts have been paid to investigate the effects of both relationship and contract on IT outsourcing success from a holistic view.

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Tukamuhabwa, Benjamin R., Moses Muhwezi ., Sarah Eyaa ., and John Saturday . "Explaining Outsourcing Performance in Ugandaâ€™s Commercial Banks." Information Management and Business Review 4, no. 1 (2012): 18–29. http://dx.doi.org/10.22610/imbr.v4i1.959.

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This study aimed at investigating outsourcing performance in Ugandaâ€™s commercial banks basing on the variables of contract, relational norms, trust and commitment. It was motivated by the fact that where as outsourcing has been identified as a global trend in this millennium and a competitive strategy for the contemporary business, there were limited (if any) empirical studies on outsourcing performance in Uganda. Besides, previous studies conducted outside Uganda have provided conflicting views on whether or not contract and relational norms can be used concurrently to enhance outsourcing p

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Behara, Ravi S., and Somnath Bhattacharya. "DNA Of A Successful BPO." Journal of Service Science (JSS) 1, no. 1 (2008): 111–18. http://dx.doi.org/10.19030/jss.v1i1.4306.

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This paper identifies some of the critical elements of a successful BPO through a case study of an U.S. financial services firm that had BPO operations in India. The important dimensions of selection, training, motivation, respecting cultural differences, treating quality as paramount in all operations, and understanding how appropriate control has to be exercised in the area of knowledge-intensive services, were identified as being critical to success. Specific propositions are developed based on these critical elements, and provide a potentially new direction to service outsourcing research.

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Lacity, M. C., L. P. Willcocks, and A. Craig. "South Africa's business process outsourcing services sector: Lessons for Western-based client firms." South African Journal of Business Management 45, no. 4 (2014): 45–58. http://dx.doi.org/10.4102/sajbm.v45i4.140.

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Since 2008, South Africa has become one of the world's upcoming offshore destinations for business process outsourcing (BPO), a market estimated to be worth $US 182 billion globally by 2013. Western-based client firms evaluating South Africa as a BPO destination must consider the country's relative value against alternative locations. Client firms also have a number of engagement models from which to choose, inclucling outsourcing, erecting a captive centre, or acquiring an existing BPO business. The research finds that, for the UK, US, and Australian client companies in this study, South Afri

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Zahradnik, Roland. "Gemeinsam erfolgreich mit Process-Sharing." BWK ENERGIE. 72, no. 03 (2020): 38–39. http://dx.doi.org/10.37544/1618-193x-2020-03-38.

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Das Thema Business Process Outsourcing (BPO), etwa „Verlagerung von Geschäftsprozessen und von Verantwortungen“, wird von Energieversorgungsunternehmen seit jeher unterschiedlich interpretiert. Größere Unternehmen konzentrieren sich auf ihre Kernkompetenzen und verlängern ihre Werkbank, indem sie administrative Prozesse ohne strategische Differenzierungsmerkmale an externe BPO-Dienstleister vergeben. Für kleine und mittelgroße Energieversorgungsunternehmen (KMEVU) wird das zunehmend zur Überlebensfrage.

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Agrawal, Pushpa, and Abid Haleem. "Risk Effect Of IT Outsourcing On Firm Performance And Value." International Journal of Management & Information Systems (IJMIS) 16, no. 1 (2011): 55. http://dx.doi.org/10.19030/ijmis.v16i1.6722.

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This study examines the risk effect of IT outsourcing on firm performance and value in different types of contracts categorized by contract value and contract term. We used audited financial data to investigate the impact of IT outsourcing on firms performance and value. We examined the performance and value in a sample of 90 publicly traded firms that outsourced their IT activities between 1986 and 2009, over a four-quarter period following the outsourcing announcements. Our findings confirm the trend of shrinking outsourcing contract value and term in reality. The results reveal that short-t

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Dolot, Anna, and Sylwia Wiśniewska. "Inequalities on the labour market: BPO and SSC in Poland." Occupational Safety – Science and Practice 565, no. 10 (2018): 18–20. http://dx.doi.org/10.5604/01.3001.0012.6476.

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This article analyses inequalities in the context of gender, parenthood and disability in Business Process Outsourcing (BPO) and Shared Service Centers (SSC) on Poland’s labour market. It characterizes BPO and SSC and the areas of their main business activity and discusses inequalities on the labour market. This article also discusses the results of research on inequalities in gender, parenthood and disability within BPO and SSC; the literature of the subject and these authors’ own empirical research.

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Bharadwaj, Sangeeta Shah, and Kul Bhushan C. Saxena. "Service Providers' Competences in Business Process Outsourcing for Delivering Successful Outcome: An Exploratory Study." Vikalpa: The Journal for Decision Makers 35, no. 3 (2010): 37–54. http://dx.doi.org/10.1177/0256090920100303.

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Business Process Outsourcing (BPO) has become a very competitive industry with many players in the market. The challenge all the BPO companies are facing is how to build and sustain business with the clients in such a competitive industry. The service providers can hardly compete on cost arbitration. On the one hand, they have to respond to their existing clients, who have tasted and achieved labour cost arbitration benefits and have started looking beyond this. On the other hand, they have to win new customers by providing value more than simply cost arbitration. With this business environmen

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Yost, Jeffrey A., and W. Ken Harmon. "Contracting for Information System Outsourcing with Multiple Bidders." Journal of Information Systems 16, no. 1 (2002): 49–59. http://dx.doi.org/10.2308/jis.2002.16.1.49.

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Outsourcing of information systems (IS) is becoming an increasingly popular phenomenon. However, most problems that arise in outsourcing arrangements can be traced to the contract between the company and the IS vendor. Of particular concern are the types of information available for contracting and the observability of that information. This paper examines the form of such outsourcing contracts by casting the problem in a principalagent setting using the theory of mechanism design. The analysis we provide helps to (1) define the optimal contract for IS outsourcing, (2) understand the effect of

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Ram, Anita, Anura Kurpad, and Sumathi Swaminathan. "Understanding the health behaviors of India’s information technology and business process outsourcing employees." International Journal of Workplace Health Management 7, no. 4 (2014): 213–28. http://dx.doi.org/10.1108/ijwhm-07-2013-0029.

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Purpose – The purpose of this paper is to investigate the behaviors of India’s information technology (IT) and business process outsourcing (BPO) employees in relation to diet, exercise, sleep, stress, and social habits. Design/methodology/approach – This was a qualitative research study, using in-depth, semi-structured interviews. Descriptive data were collected from a two-stage purposive sample of 28 IT-BPO employees from three IT companies and two BPOs in Bangalore, India. Findings – The majority of interviewees reported having an unhealthy diet and/or sedentary lifestyle. Lack of time due

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Gerbl, Martina, Ronan McIvor, and Paul Humphreys. "Making the business process outsourcing decision: why distance matters." International Journal of Operations & Production Management 36, no. 9 (2016): 1037–64. http://dx.doi.org/10.1108/ijopm-04-2014-0192.

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Purpose The purpose of this paper is to develop a framework that incorporates both firm- and process-level factors for understanding location distance choice in the business process outsourcing (BPO) decision. Design/methodology/approach The research involved undertaking in-depth case study analysis of a number of BPO decisions in six German companies, and employing transaction cost economics (TCE) and the resource-based view (RBV) as a theoretical basis. Findings The findings have shown that existing literature in the operations management (OM) literature does not provide a complete understan

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Koh, Christine, Soon Ang, and Detmar W. Straub. "IT Outsourcing Success: A Psychological Contract Perspective." Information Systems Research 15, no. 4 (2004): 356–73. http://dx.doi.org/10.1287/isre.1040.0035.

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Information technology (IT) outsourcing success requires careful management of customer-supplier relationships. However, there are few published studies on the ongoing relationships, and most of these adopt a customer perspective, de-emphasizing suppliers. In this study, we look at both customer and supplier perspectives, by means of the psychological contract of customer and supplier project managers. We apply the concept of psychological contract to perceived mutual obligations, and to how such fulfillment of obligations can predict success. Our research questions are (1) What are the critic

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Akşin, O. Zeynep, Francis de Véricourt, and Fikri Karaesmen. "Call Center Outsourcing Contract Analysis and Choice." Management Science 54, no. 2 (2008): 354–68. http://dx.doi.org/10.1287/mnsc.1070.0823.

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Zhang, Shou He, and Wen Jie Huang. "Vendor’s Conduct and Contract Mechanism in IT Outsourcing Based on Information Inferiority." Key Engineering Materials 467-469 (February 2011): 918–22. http://dx.doi.org/10.4028/www.scientific.net/kem.467-469.918.

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In IT outsourcing, contract defects often cause outsourcing failure. Many client firms do not know well how to design the contract because they have no way to access private information of vendors, so vendors are likely to conduct out of constraint. This work combined relational contract with conventional one to establish an integral management mechanism. It at first gave the cost-increment analysis method to improve relational contract design so that it would facilitate outsourcing contract to work efficiently. Then analyzed the relation between vendor profit-gaining and its varied conducts,

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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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Sîrbu, Janetta, Andreea Nagy, and Florin Radu Pintea. "The Development of Leadership and Business Process Outsourcing (BPO) Skills." Procedia Economics and Finance 3 (2012): 1141–47. http://dx.doi.org/10.1016/s2212-5671(12)00287-0.

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Abd Wahab, Alawiyah, and Teh Piak San. "A Systematic Literature Review on Risk Factors in Software Development Outsourcing." International Journal of Engineering & Technology 7, no. 3.20 (2018): 76. http://dx.doi.org/10.14419/ijet.v7i3.20.18984.

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Software development outsourcing has become a prevalent practice in the software industry. Organizations in both public and private sectors are adopting software development outsourcing in order to achieve lower cost and to access to skilled labour. However, it is widely recognized that outsourced software development projects involve risks and sometimes leads to undesirable consequences. Existing research in the software engineering and related areas have identified several risks in the software development outsourcing projects such as lack of communication and technical skills. The aim of th

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de Zúñiga, Fernando. "Corporate real estate outsourcing contracts and their embedded flexibility." Journal of Corporate Real Estate 7, no. 4 (2005): 306–25. http://dx.doi.org/10.1108/14630010510652006.

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Purpose – This paper intends to respond the question that comes up to CRE managers when they consider the outsourcing technique for their CRE management and portfolio. The question, if it is possible to capture in the outsourcing contract sufficient flexibility to meet the changing needs of the business and add value, addresses the existing debate on flexibility arguing the suitability of the outsourcing structures for corporates portfolio. Design/methodology/approach – The paper undertakes a methodological analysis, considering the main outsourcing deals in the UK and continental Europe and d

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Raymond, Myriam, and Frantz Rowe. "IS Design Considerations for an Innovative Service BPO." International Journal of Information Technologies and Systems Approach 9, no. 2 (2016): 39–56. http://dx.doi.org/10.4018/ijitsa.2016070103.

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S. Alter's Work System Method is used in advancing the understanding and analyses of service innovation Business Process Outsourcing (BPO) from a business systems viewpoint. We propose to use this framework to distinguish what usually characterizes IT-enabled BPO service innovations, and which implications could be drawn for the underlying IS's design. We focus our analysis guided by the Traffic point banking BPO case study in Egypt. This paper brings forward important IS design considerations to the attention of systems analysts and designers to take into consideration while working on the co

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Nowak, Paula. "OUTSOURCING – AN ATTEMPT TO FIND A DEFINITION OF THE NOTION WITHIN THE SCOPE OF POLISH LABOUR LAW." Roczniki Administracji i Prawa 1, no. XVIII (2018): 355–65. http://dx.doi.org/10.5604/01.3001.0012.6008.

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This article constitutes an attempt to find a definition of the notion of ‘outsourcing’ that would be useful within the scope of Polish labour law. For this purpose, in the first place, the examples of use of the term ‘outsourcing’ within European Union law and Polish law have been presented along with assessments of those usages from the perspective of usefulness for building a general definition of the notion. Subsequently, the most significant literary definition of the notion have been divided into groups of concurrent views, and a definition that would be the most useful from the perspect

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Popoli, Paolo. "Conceptualizing Relational Resources as Critical Factor for IT Outsourcing Success." International Journal of Business and Management 12, no. 10 (2017): 43. http://dx.doi.org/10.5539/ijbm.v12n10p43.

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The relational resources represent key assets for outsourcing success. Achieving full potential in the development and exploitation of relational resources in outsourcing can be understood as occurring in two closely intertwined phases: i. during the choice of the provider; ii. through the governance of the relation that develops over the execution of the contract. The current paper aims to provide conceptual insights into these two phases, as they apply to the particular area of companies’ IT outsourcing. A first objective is to illustrate the role of relational resources in determining the u

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Davis, Ron. "Setting up and managing outsourcing contracts to deliver value and accommodate change." Journal of Corporate Real Estate 6, no. 4 (2004): 301–8. http://dx.doi.org/10.1108/14630010410812397.

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The concept of outsourcing is a recognised business planning strategy; senior corporate management and facilities services have been progressively outsourced in the UK for many years. However, transforming an outsourcing business plan into an effective and balanced operating contract remains challenging. Getting your outsourcing project properly positioned in the business, procuring the right integrated facilities contractor and then subsequently mobilising and managing the contract can be a difficult journey to navigate. This paper describes how to approach the principles and practicalities o

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van Huijstee, Mariëtte, and Nuria Homedes. "Putting contract research organisations on the radar." International Psychiatry 9, no. 2 (2012): 32–34. http://dx.doi.org/10.1192/s1749367600003040.

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There is a trend for pharmaceutical companies to contract third parties to conduct the clinical trials that are needed to test their drugs. This trend is referred to as outsourcing, and the companies that carry out the work are called contract research organisations. In addition, clinical trials are increasingly conducted in non-traditional trial regions, which are mainly low-and middle-income countries. This trend is called offshoring. The combination of outsourcing and offshoring poses serious risks for the ethical treatment of participants in clinical trials.

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