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Journal articles on the topic 'Services Outsourcing'
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Dr. V. Sreedevi, Dr V. Sreedevi. "Outsourcing of Geriatric Services." Indian Journal of Applied Research 1, no. 6 (October 1, 2011): 148–50. http://dx.doi.org/10.15373/2249555x/mar2012/51.
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Eggert, Andreas, Eva Böhm, and Christina Cramer. "Business service outsourcing in manufacturing firms: an event study." Journal of Service Management 28, no. 3 (June 19, 2017): 476–98. http://dx.doi.org/10.1108/josm-11-2016-0306.
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Purpose Many manufacturing firms entrust partners to provide services on their behalf. However, it is not clear whether and when firms can capture the potential value advantages of outsourcing business services. The purpose of this paper is to investigate the effects of different types of business service outsourcing on firm value. Design/methodology/approach The paper uses event study methodology to estimate the impact of business service outsourcing announcements on abnormal returns of publicly traded manufacturing companies in Europe. Findings External service outsourcing that directly affects the company’s customers leads to more favorable outcomes than internal service outsourcing. This effect is contingent on the strategic outsourcing intention, the service’s reliance on technology, and the choice of the outsourcing partner. Research limitations/implications Findings show that firm value depends critically on the service value it delivers to customers. Future research could explore further contingency variables, and investigate the role of service outsourcing networks and relationships. Practical implications The insights of this study help managers to decide why, how, and to whom they should outsource their business services, as well as how to justify their outsourcing decisions, and how to communicate them toward the financial markets. Originality/value This research sheds light on the value implications of outsourcing decisions. Two types of business service outsourcing are distinguished, namely, internal and external. Furthermore, the study enhances our understanding of a contingency perspective on service outsourcing decisions.
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Koku, Paul Sergius. "A view from the street: an exploratory study of consumer attitudes toward offshoring of professional services in the United States." Journal of Services Marketing 29, no. 2 (April 13, 2015): 150–59. http://dx.doi.org/10.1108/jsm-10-2013-0263.
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Purpose – The study aims to examine consumer attitudes toward offshore-outsourcing of professional services in the USA. It focuses on the services of accountants, attorneys and doctors to provide a framework for discussing policy and marketing implications. Design/methodology/approach – The study reviews a review of the literature on consumer decision-making under uncertainty and attitude formation, and a focus group study to examine consumers’ attitudes toward offshore-outsourcing of professional services. Findings – Contrary to reports in the popular press, this paper suggests that consumers do not have a generalized negative attitude toward offshore-outsourcing of all forms of professional services. While consumers do not mind offshore-outsourcings of the services of medical doctors and attorneys, they seem to be concerned about offshore-outsourcings of accounting or financial services. These results suggest that persons engaged in offshore-outsourcings of tax and other related services must re-strategize. Research limitations/implications – While the results of this study offer a window into the US consumers’ feelings about offshore-outsourcings of professional services, the results lack generalizability, as they are based on an exploratory study. Practical implications – Even though outsourcing has received a lot of media attention and some limited attention from academics, no study, to the best of the authors’ knowledge, has specifically investigated US consumers’ attitudes toward offshore-outsourcings of professional services. Given the fact that the trend is growing instead of abating, a study, such as the current one, that investigates how consumers feel about the practice is not only timely but will also provide valuable information to managers for strategy reformulation and to lawmakers for regulation purposes. Originality/value – This paper, to the best of the authors’ knowledge, is the first to specifically examine consumer attitude toward offshoring of the basic professional services – the services of doctors, accountants and attorneys.
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Markowska, Katarzyna. "Decision-making problems of recipients of railway freight transport outsourcing services." Rail Vehicles, no. 1 (February 5, 2019): 50–55. http://dx.doi.org/10.53502/rail-138506.
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Przetrwanie na rynku i zdobycie przewagi konkurencyjnej wymagają efektywnego zarządzania gwarantującego sukces przedsiębiorstwu. Jedną z metod jest outsourcing. Określenie outsourcingu pochodzi z języka angielskiego i jest skrótem wyrażenia outside resource using oznaczającego wykorzystanie zasobów zewnętrznych. Outsourcing powinien się koncentrować na optymalizacji kosztów i zatrudnienia. Główną korzyścią powinno być dążenie do zwiększonej elastyczności struktur, dostęp do wykwalifikowanej kadry pracowniczej oraz innych zasobów przedsiębiorstwa. Niepowodzenia outsourcingu mogą wynikać zarówno ze strony przedsiębiorstwa zlecającego i świadczącego usługi transportu kolejowego ładunków. Badania empiryczne dotyczące problemów decyzyjnych odbiorców usług outsourcingu transportu kolejowego ładunków pozwoliły zidentyfikować korzyści, ryzyko, sposób komunikacji oraz problemy we współpracy partnerskiej.
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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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Wang, Xia, and Shi Lei Sun. "Dynamic Analysis of IT Services Outsourcing Based on Resource Dependence Theory." Advanced Materials Research 129-131 (August 2010): 1273–78. http://dx.doi.org/10.4028/www.scientific.net/amr.129-131.1273.
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.IT services outsourcing motives aroused the concern of many scholars at home and abroad, the paper-driven and theory-driven decision-making both summed up the IT services outsourcing motives. By comparing a variety of IT service outsourcing motivation theory, this paper argues the perspective of resource-based IT services outsourcing motives greater rationality. On this basis, it puts forward the enterprise of resources and flexible resources of rigid concepts. Alternative resource dependence theory, two kinds of resources, service outsourcing are discussed motivation. Finally, the outsourcing of IT services at different stages of life cycle development strategies.
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Lok, Ka Leung, and David Baldry. "Demand and supply of FM outsourcing services." Journal of Facilities Management 14, no. 3 (July 4, 2016): 221–48. http://dx.doi.org/10.1108/jfm-07-2015-0024.
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Purpose The purpose of this paper is to address the structure of the category on client-provider outsourcing relationship in relation to facilities management (FM). The paper aims to rank different outsourcing relationship types according to importance with respect to the four critical FM drivers including co-ordination, quality, competence and adequacy. Design/methodology/approach The survey design and measures operationalising the constructs allow the use of the analytic hierarchy process (AHP), a technique that tests FM outsourcing in a contingent approach such as a decision processing model. In the questionnaire surveys, a series of structured questions is designed. FM experts used the AHP methodology to analyse the FM outsourcing relationship types. Findings The model of the FM outsourcing strategies presented in the paper shows four main FM drivers at FM practice through the priority ratios of outsourcing relationship dimensions for different FM outsourcing contracts as derived by the AHP discussed by clients’ and service providers’ points of views. The result of a survey from the Hong Kong’s higher education industry reveals that the FM service providers can understand the needs of the clients in FM outsourcing contracts, including building maintenance, cleaning and catering. Hence, the service providers’ expected outsourcing performance will be good in these contracts. However, FM service providers do not understand the needs of FM clients in the FM outsourcing security contracts. Thus, the service providers’ expected outsourcing performance in such contracts will be poor. To improve the outsourcing relationships between the FM stakeholders, service providers must understand their clients’ needs to develop appropriate outsourcing strategies. Originality/value Understanding on the demand and supply of FM outsourcing services is now crucial for effective FM on outsourcing relationships between clients and service providers in higher education sector. The examination of current and prediction of future outsourcing relationships between the stakeholders to match the FM services significantly influence FM outsourcing success. This paper provides an intriguing insight into how the demand and supply of FM services can be successfully and strategically implemented into the FM outsourcing relationship in Hong Kong’s universities and tertiary institutions.
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Dudė, Ugnė, Rima Žitkienė, Daiva Jurevičienė, Viktorija Skvarciany, and Indre Lapinskaite. "Evaluation of Outsourcing Development in the Service Sector." Economies 9, no. 2 (March 30, 2021): 44. http://dx.doi.org/10.3390/economies9020044.
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The global pandemic has affected all sectors and disrupted not only supply chains but also had a particular impact on the range of services provided and the whole service sector. Outsourcing is used to adapt to business environment changes. However, in the scholarly literature, outsourcing of services is analysed as a complementary part of the manufacturing process—there is a lack of research on outsourcing in service companies. This article analyses the enablers of outsourcing in all service groups. The aim of the semi-structured interview was to determine not only the enablers, their significance in each WTO (World Trade Organisation) group of services but also the use of outsourcing in the provision of core and non-core services. The results of the empirical study revealed that outsourcing is increasingly used in the service sector; however, enablers vary depending on the provision of services, the nature of the service company’s activities, and the needs they meet, public or for-profit.
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Petry‐Eberle, Anne, and Monika Bieg. "Outsourcing information services." Library Hi Tech 27, no. 4 (November 20, 2009): 602–9. http://dx.doi.org/10.1108/07378830911007709.
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Walker, Dana, and Robb M. Waltner. "Outsourcing Continuations Services." Serials Librarian 34, no. 3-4 (May 7, 1998): 267–69. http://dx.doi.org/10.1300/j123v34n03_02.
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Earl, Michael J. "Outsourcing information services." Public Money & Management 11, no. 3 (September 1991): 17–21. http://dx.doi.org/10.1080/09540969109387663.
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House, Robert G., and Lynn A. DeLozier. "Network services-outsourcing." International Journal of Network Management 1, no. 1 (September 1991): 39–43. http://dx.doi.org/10.1002/nem.4560010106.
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Mark, Annabelle. "Outsourcing Therapy Services." Health Manpower Management 20, no. 2 (May 1994): 37–40. http://dx.doi.org/10.1108/09552069410060094.
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Ponto, James A. "Outsourcing radiopharmaceutical services." American Journal of Health-System Pharmacy 55, no. 23 (December 1, 1998): 2537. http://dx.doi.org/10.1093/ajhp/55.23.2537.
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Aleksanova, T. N., and E. V. Ruchkina. "OUTSOURCING ACCOUNTING SERVICES." Education and Science without Limits: Fundamental and Applied Researches, no. 12 (2020): 137–41. http://dx.doi.org/10.36683/2500-249x/2020-12/137-141.
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Cali, Jonathan, Heather Cogswell, Mompati Buzwani, Elizabeth Ohadi, and Carlos Avila. "Cost-benefit analysis of outsourcing cleaning services at Mahalapye hospital, Botswana." Journal of Hospital Administration 5, no. 1 (December 9, 2015): 114. http://dx.doi.org/10.5430/jha.v5n1p114.
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Objective: As part of its national privatization strategy to diversify the economy, Botswana has started outsourcing nonclinical services at seven public hospitals. Hospital managers are signing contracts without knowing whether outsourcing offers better value for money than “insourcing”. The objective of this study is to assist hospital administrators in making evidence-based outsourcing decisions.Methods: We conducted a cost-benefit analysis of cleaning services at Mahalapye Hospital. We take the hospital manager’s perspective when considering two alternatives: outsourcing, and “insourcing”. We used an activity-based costing approach and monetised benefits by weighting costs of the alternatives based on a service quality survey of hospital managers.Results: After adjusting per quality of the service, outsourcing provides greater value for money in terms of “cleanliness per pula spent” than insourcing. Incremental costs of outsourcing are Botswana Pula (BWP) 5 million (US $524,135) over five years but outsourcing is cost-beneficial after considering quality. The benefit-cost ratio of 1.06 means that outsourcing would return six cents in value for every dollar invested, resulting in net gains for Mahalapye Hospital of BWP 1.7 million (US $182,365) over five years.Discussion: Important lessons for hospital managers include: 1) Assessing the value of outsourcing requires information on the unit price of the outsourced services; 2) Outsourcing can be more costly than insourcing; 3) Outsourcing may be justified if it increases the quality of the service; 4) Collaboration between hospitals and vendors could reduce costs and increase benefits for both vendor and purchaser; and 5) Outsourcing should get more cost-beneficial as vendors and hospitals gain experience working together.Conclusions: The lessons from this study are relevant to other hospitals considering outsourcing agreements. Outsourcing requires managerial skills, supported by sound benchmark data and proper quality monitoring to streamline operations, achieve value for money and improve service delivery so hospitals can focus on core clinical services.
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Sanchís-Pedregosa, Carlos, María-del-Mar Gonzalez-Zamora, and María-José Palacín-Sánchez. "Outsource Services to Improve Financial Performance: Is There a Limit?" Global Business Review 19, no. 1 (October 9, 2017): 21–31. http://dx.doi.org/10.1177/0972150917713274.
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Outsourcing has been identified as one of the key factors for improving companies’ financial performance. Moreover, the procurement of business services has become an important element of companies’ acquisition of external resources. However, there is a lack of evidence linking services outsourcing and performance. Limited prior literature has mostly assumed that this relationship is positive and linear. Our empirical study reveals that firms may be able to increase their performance through services outsourcing; however, this is only true up to a point, beyond which the performance decreases as a consequence of further outsourcing. Identifying the type of relationship between the variables under study is a key point to company managers formulating their service outsourcing strategies. They must be aware that there is a level of outsourcing that should not be exceeded. Future research should help managers to determine which is the most effective level of service outsourcing for their companies.
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Mujasi, Paschal N., and Zerish Z. Nkosi. "A Comparative Analysis of the Costs and Benefits of Outsourcing Vs. Insourcing Cleaning Services in a Rural Hospital in Uganda." Open Pharmacoeconomics & Health Economics Journal 06, no. 1 (April 30, 2018): 9–20. http://dx.doi.org/10.2174/1876824501806010009.
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Background:This study estimates the net cost benefit of outsourcing cleaning services in a hospital in Uganda. The aim is to demonstrate an approach that can be applied by hospital managers using readily available data to conduct a cost benefit analysis as part of pre-sourcing evaluation.Methods:A before and after design was used to analyze, from the hospital manager’s perspective, the impact of outsourcing cleaning services on the hospital’s costs. Cost and service quality data was collected for the pre- and post- outsourcing period. Net costs of outsourcing were determined using a total cost pre- and post-out-sourcing approach. Benefits were monetized by comparing the costs of outsourcing with the theoretical in-sourcing costs that would be required to achieve the same quality as outsourced cleaning services. The theoretical in-sourcing costs were estimated by weighting the actual insourcing costs by a quality factor based on the hospital manager’s rating of service quality pre- and post-outsourcing. The outcome measures were the net total cost and cost per square meter cleaned for a one-year period.Results:Before adjusting for quality, outsourcing cleaning services were more costly than insourcing, with an annual cost of UGX 644.35 ($ 0.25) and UGX 568.07 ($ 0.22) per square meter cleaned, respectively. After adjusting for quality, outsourcing is cost-beneficial, providing a cost saving of UGX 372.20 ($ 0.14) per square meter cleaned. Sensitivity analysis indicates that cost of the outsourcing contract and manager’s quality rating of outsourced services have the greatest impact on value for money from outsourcing. An annual contract cost above UGX 1000 ($ 0.38) per square meter cleaned makes outsourcing less beneficial, keeping all other factors constant. An average quality rating below 5 for the outsourced service makes outsourcing less beneficial cost wise.Conclusion:Outsourcing resulted in additional hospital expenditure compared to in-sourcing, but also resulted in better quality service. Adjusting for quality makes outsourcing more cost beneficial. The magnitude of the cost benefit is sensitive to the contract value and the managers’ quality rating of the outsourced services.
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Lacity, Mary, and Leslie Willcocks. "Outsourcing Business and I.T. Services: the Evidence of Success, Robust Practices and Contractual Challenges." Legal Information Management 12, no. 1 (March 2012): 2–8. http://dx.doi.org/10.1017/s1472669612000060.
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AbstractIn this article, Mary Lacity and Leslie Willcocks review the practice of outsourcing business and information technology services. Research finds that outsourcing can deliver value to client organisations, but that it takes a tremendous amount of detailed management by clients and providers to realise expected benefits. The proven practices that contribute to positive outsourcing outcomes can be summarised as contractual governance, relational governance, client retained capabilities, and provider capabilities. Despite outsourcing's maturity, some enduring contractual challenges remain, particularly in the areas of incentive pricing and contract adaptability.
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Płoneczka, Karolina. "OUTSOURCING VS. SHARED SERVICES MODEL." Ekonomia XXI Wieku, no. 16 (2017): 77–86. http://dx.doi.org/10.15611/e21.2017.4.06.
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Siegel, Gilbert B. "Outsourcing Personnel Functions." Public Personnel Management 29, no. 2 (June 2000): 225–36. http://dx.doi.org/10.1177/009102600002900205.
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One of the more recent “hot button” issues in our field is that of outsourcing all or some human resource (HR) functions whether by fee for service or contract. Advocates from the field of Public Choice Economics assume and, in many cases, economically substantiate the case for privatization of governmental functions.1 Even though these economists demonstrate an underlying anti-government bias, their basic argument with supply of government services is “that agencies should compete to provide citizens with goods and services instead of acting like monopolies under the influence of organized pressure groups.”2 Responsiveness to the needs of individual citizens (or to governmental units to be served by staff agencies, for that matter) is best obtained by competing within markets, with the result of economic choices by clientele between competing services. From this market environment economies in resource allocation and efficiency and effectiveness in operations are said to result. Public Choice Economists would also include simulation of market forces by introducing competition, possibly within the same department, governmental jurisdiction, or between other public, profit or nonprofit providers.3 This essay departs from an article by Robert J. Agresta.4 He argues for an extension of the Public Choice approach from one of “citizen-customers being empowered to select freely among providers of a service—whether it is schools or health care (with vouchers) or groceries (with food stamps)—and have control over the resources needed to acquire the service…”,5 to the same market relationship between central administrative (staff or auxiliary staff) agencies and the line units to which they provide services. While Agresta writes of building choice into any line-staff relationships, this article is concerned with HR service supply alternatives and alternative modes for their delivery.
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Mukherjee, Sonia. "Services Outsourcing and Productivity Growth." South Asia Economic Journal 19, no. 2 (September 2018): 192–209. http://dx.doi.org/10.1177/1391561418794693.
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The article studies the impact of outsourcing services on the productivity growth of the Indian manufacturing firms. By the term services we mean different expenses on services incurred by the manufacturing firms, such as, advertising, marketing, research and development, consultancy, auditing, business services, knowledge-based services, technical, legal and other professional services (including information communication and technology services). With further expansion in newer services, a higher demand has come from the Indian manufacturing sector. With intensive usage of services in the manufacturing production process, the performance and the manufacturing can focus on the core competencies with outsourced and cheaper services from expert service provider. For this purpose, the firm-level data have been collected from the annual financial statements of the Centre for Monitoring of the Indian Economy’s Prowess database. The econometric results conclude that services have played a positive role in improving the productivity growth of the aggregate Indian manufacturing firms and at the disaggregated level, especially for industrial groups such as food, beverage and tobacco; textiles, gems and jewellery; transport; machinery; metal, rubber and plastic; leather and footwear; and chemicals, services have played a favourable role in boosting the productivity growth. JEL: D24, L80, L60
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Dimitrova, Sevdalina, Nikolay Nichev, and Nikolay Stefanov. "Development Of Outsourcing Services." International conference KNOWLEDGE-BASED ORGANIZATION 21, no. 1 (June 1, 2015): 192–97. http://dx.doi.org/10.1515/kbo-2015-0031.
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Abstract In today's world the sophistication of modern organizational processes requires the development of outsourcing services. The organization seeking to dispose of non-key services in order to increase economic activity appears as a common practice. This causes the need for cooperation between the private and public sector, which is the beginning of outsourcing. This paper studies and analyzes the development of outsourcing as a form of public - private partnership in the practice of business and in the armed forces.
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Intner, Sheila. "Outsourcing library technical services." Journal of Academic Librarianship 23, no. 3 (May 1997): 229–31. http://dx.doi.org/10.1016/s0099-1333(97)90105-1.
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Dyck, Dianne. "Outsourcing Occupational Health Services." AAOHN Journal 50, no. 2 (February 2002): 83–95. http://dx.doi.org/10.1177/216507990205000208.
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Sako, Mari. "Outsourcing versus shared services." Communications of the ACM 53, no. 7 (July 2010): 27–29. http://dx.doi.org/10.1145/1785414.1785427.
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Singh, Dalvinder. "Outsourcing in Financial Services." Journal of Banking Regulation 6, no. 3 (May 2005): 202–4. http://dx.doi.org/10.1057/palgrave.jbr.2340192.
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Bryant, R. "Outsourcing and Contract Services." Journal of Biomolecular Screening 16, no. 10 (December 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 (November 9, 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 (November 12, 2013): 1338–39. http://dx.doi.org/10.1177/1087057113505963.
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Tate, Wendy L., Lisa M. Ellram, and Stephen W. Brown. "Offshore Outsourcing of Services." Journal of Service Research 12, no. 1 (June 8, 2009): 56–72. http://dx.doi.org/10.1177/1094670509338617.
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Hughes, Stephen R. "Outsourcing and Contract Services." Journal of Laboratory Automation 18, no. 6 (December 2013): 423–24. http://dx.doi.org/10.1177/2211068213505272.
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N., Wadesango, Mhaka C., Chikomo T., and Wadesango V. O. "Causes of Poor Service Delivery and the Feasibility of Outsourcing to Improve Services in Local Authorities." Journal of Economics and Behavioral Studies 10, no. 2(J) (May 19, 2018): 188–98. http://dx.doi.org/10.22610/jebs.v10i2(j).2228.
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This theoretical paper was undertaken to ascertain the causes of poor service delivery and to establish if outsourcing of public service delivery could be used to improve local Authority services. It interrogated and critiqued documents on what other researchers in their different contexts had established in view of the feasibility of outsourcing as a strategy to improve service delivery. It emerged in this study that political interference, lack of citizen participation. lack of funds and corruption were the main causes of poor service delivery in local authorities. Therefore, outsourcing was seen to bring quality and affordable services for the public while costs savings and emergence of hidden costs were the financial implications unveiled for the local authorities (LAs). Social costs, accountability for public service delivery and quality shading were cited to be the outsourcing challenges. It also emerged in this study that outsourcing can increase service quality and provide affordable services for the public. Taking into account the information that was accumulated and examined, the researchers came to the conclusion that the current services being offered by local authorities are very poor and this is attributed to many causes such as political interference, lack of citizen participation, lack of funds and corruption. The study therefore, concludes that outsourcing could be a feasible option to use to improve service delivery by local authorities.
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N., Wadesango, Mhaka C., Chikomo T., and Wadesango V. O. "Causes of Poor Service Delivery and the Feasibility of Outsourcing to Improve Services in Local Authorities." Journal of Economics and Behavioral Studies 10, no. 2 (May 19, 2018): 188. http://dx.doi.org/10.22610/jebs.v10i2.2228.
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This theoretical paper was undertaken to ascertain the causes of poor service delivery and to establish if outsourcing of public service delivery could be used to improve local Authority services. It interrogated and critiqued documents on what other researchers in their different contexts had established in view of the feasibility of outsourcing as a strategy to improve service delivery. It emerged in this study that political interference, lack of citizen participation. lack of funds and corruption were the main causes of poor service delivery in local authorities. Therefore, outsourcing was seen to bring quality and affordable services for the public while costs savings and emergence of hidden costs were the financial implications unveiled for the local authorities (LAs). Social costs, accountability for public service delivery and quality shading were cited to be the outsourcing challenges. It also emerged in this study that outsourcing can increase service quality and provide affordable services for the public. Taking into account the information that was accumulated and examined, the researchers came to the conclusion that the current services being offered by local authorities are very poor and this is attributed to many causes such as political interference, lack of citizen participation, lack of funds and corruption. The study therefore, concludes that outsourcing could be a feasible option to use to improve service delivery by local authorities.
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Kavosi, Sahra, Fatemeh Setoodehzadeh, Erfan Kharazmi, Mohammad Khammarnia, and Ramin Ravangard. "Propensity of the managers to outsource hospital services in Shiraz, Iran." South East Asia Journal of Public Health 4, no. 1 (February 2, 2015): 59–62. http://dx.doi.org/10.3329/seajph.v4i1.21843.
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Contracting out of health services to the private sectors has been the subject of extensive debate and discussion among health personnel and policymakers. Outsourcing is now considered as a useful management tool for health care managers in the public sector. Outsourcing increases efficiency and service quality, reduces costs, focuses on core processes, improves skills, enhances the overall competitive advantages of the organization, and creates effective occupations in the private sector. The present study aimed to determine the present status of outsourcing hospital services (i.e. radiology, laboratory, nursing, and nutrition) to the private sectors and the propensity of the managers to outsourcing services in six hospitals affiliated to Shiraz University of Medical Sciences, Iran. The study was conducted in six hospitals of Shiraz, Iran in 2012. The study population included all hospitals managers and the sample size was 24. The findings of the study revealed that nutrition, radiology and laboratory services were being outsourced by the hospitals to the private sectors. None of the hospitals outsourced the nursing services. Nutrition service was outsourced by five of the six hospitals, and radiology and laboratory services were outsourced by only one hospital. The highest propensity for outsourcing services among the studied hospital managers were nutrition (87%) followed by laboratory (73.9%), radiology (62.2%) and nursing services (43.3%). Hospital managers and health policy makers should pay more attention to the characteristics of services, besides considering the costs, while outsourcing the services. An effective national policy should be developed to engage the private sectors to improve public health by outsourcing health services.DOI: http://dx.doi.org/10.3329/seajph.v4i1.21843 South East Asia Journal of Public Health Vol.4(1) 2014: 59-62
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Worley, Loyita. "Changing Face of Corporate Information Services – New Service Models and Partnerships." Legal Information Management 11, no. 2 (June 2011): 95–97. http://dx.doi.org/10.1017/s1472669611000314.
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AbstractLoyita Worley reports on the SLA Europe1 seminar held in March 2011 on the impact of outsourcing in law firms. The panel included the perspectives of the provider companies and experiences of law firm information professionals who have already adopted outsourcing and those who are about to.
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Qureshi, Zafar Iqbal. "Outsourcing at Fatima Memorial Hospital." Asian Case Research Journal 06, no. 01 (June 2002): 15–26. http://dx.doi.org/10.1142/s0218927502000208.
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Fatima Memorial Hospital is the first charitable Trust Hospital in Pakistan, and its sponsoring body is Ferozesons Trust. In order to continue to provide services to the needy, the Trust needed to continuously improve its financial resources. When Dr. Qureshi took over the charge of the Hospital as its ACEC, he was asked to streamline the management systems to build a lean organization. He decided to outsource the janitorial services as a pilot project to achieve a number of objectives. If the janitorial services experiment proved successful, then the project would extend to laundry work as well. After the janitorial services were outsourced, concerns regarding cleanliness of the Hospital were brought up by patients and the management. They felt that the quality of service being provided by the contractor was not up to desired quality standards. In view of this, ACEC had two concerns: not to de-motivate the contractor; and not to compromise on the quality of service being provided by the contractor.
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Sun, Dingqiang, Michael Rickaille, and Zhigang Xu. "Determinants and impacts of outsourcing pest and disease management." China Agricultural Economic Review 10, no. 3 (September 3, 2018): 443–61. http://dx.doi.org/10.1108/caer-01-2017-0011.
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Purpose The purpose of this paper is to investigate the determinants and impacts of outsourcing pest and disease management on rice production in China. Design/methodology/approach A multinomial endogenous treatment effects model which accounts for selection bias was used. Findings The results show that outsourcing decisions are driven mainly by the size of the farm, the age of the household head and other household characteristics. Further, the authors find that outsourcing labor for pest and disease control has no significant effect on pest control cost and rice yields, though it reduces the number of pesticide applications. Conversely, outsourcing of professional services can increase rice yields by 4.1 percent, and at the same time it increases pest and disease control costs by 50.6 percent. However, it is found that outsourcing of professional services exerts no significant impact on the farm profitability. Practical implications This study suggests that households with large farm size are more likely to outsource professional services and, therefore, service providers and governments should target those farmers to provide incentives and create greater awareness of the benefits from the outsourcing of professional services. Moreover, the increase in yields along with the government subsidy justifies the outsourcing of professional services by farmers. However, service providers and policy makers have a lot of leeway to come up with cheaper methods for pest and disease management in rice production. Originality/value This study is the first attempt to simultaneously evaluate the determinants and impacts of outsourcing pest and disease management on rice production in China.
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CHANDA, RUPA. "INDIA AND SERVICES OUTSOURCING IN ASIA." Singapore Economic Review 53, no. 03 (December 2008): 419–47. http://dx.doi.org/10.1142/s0217590808003051.
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This paper examines India's role in services outsourcing within Asia. It provides a brief overview of the global as well as Indian services outsourcing industry. The core section examines India's relationship with other Asian countries such as China, the Philippines, Vietnam, and Malaysia in service outsourcing. It examines the extent to which these countries pose a competitive challenge to India and concludes that at this time, India is far ahead although it is likely to face growing competition as its costs rise. The paper highlights the need to move beyond this comparative paradigm and to examine the complementary and collaborative opportunities that exist between India and other Asian countries in services outsourcing. It concludes that there is considerable scope for such synergies and that India and other Asian countries can form different parts of a larger regional or global delivery model. Regional and bilateral agreements within Asia can also facilitate this process.
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Akhtar, Muhammad Shoaib. "Outsourcing of Clinical Laboratory Services in Pakistan." International Journal of Frontier Sciences 2, no. 1 (January 1, 2018): 1–2. http://dx.doi.org/10.37978/tijfs.v2i1.27.
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Primary and Secondary Healthcare Department of Punjab Government, Pakistan owns 25 district headquarter hospitals, 100 tehsil headquarter hospitals and a number of rural health centres and basic health units. Currently, the department started process of revamping in hospitals and other healthcare delivery centres. In first phase, revamping of infrastructure and services of 25 district headquarter and 15 tehsil headquarter hospitals was started. For better care to patients and service delivery, services of janitorial and security were outsourced to private service providers. Now, the department plans to improve diagnostic services in these hospitals. For this purpose, laboratory and radiology services were planned to outsource. Islamabad Diagnostic Centre and Northshore Medical Labs are the two service providers who are to provide clinical laboratory services in selected hospitals. Islamabad Diagnostic Centre (Private Limited) is a leading diagnostic centre in Islamabad (Federal capital of Islamic Republic of Pakistan) which is ISO 151589:2012. While, Northshore Medical Labs is an American laboratory located and registered in New York State Department of Health and accredited by College of American Pathologist. It is expected to enhance clinical laboratory services standard by outsourcing of these laboratory services. First such laboratory became functional in District Headquarter Hospital Chakwal last month. Although the contract between outsourced laboratory and department describes upraising of services and quality standard by following MSDS and departmental proficiency testing.
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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 (September 4, 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 the developed framework indicates that it could reduce failures in BPO relationships through reduced turnaround time in processing client services, improved quality of service, reduced cost, improved client and provider’s competitiveness, and confidentiality of client operations. Outsourcing clients could lay the foundation for a successful relationship by adopting a selection process that could choose the right provider. Originality/value The paper reveals BPO-IT organisation’s operation towards in-house provision of software required to process client services. A research exploring BPO service providers from a top outsourcing destination like India could provide offshore outsourcing clients the information to move towards onshore outsourcing.
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Mujasi, Paschal N., and Zerish Z. Nkosi. "Factors Associated with Outsourcing Support Services by General Hospitals in Uganda." Open Public Health Journal 10, no. 1 (December 22, 2017): 283–93. http://dx.doi.org/10.2174/1874944501710010283.
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Background: The objective of this study was to identify factors associated with the decision, process and practices of outsourcing support services by general hospitals in Uganda. Methods: A cross sectional survey design was used; 32 hospitals were sampled using stratified random sampling. Trained research assistants distributed self-administered questionnaires to managers in the sampled hospitals. Wilcoxon-Mann-Whitney tests were performed on the collected data using SAS 9.3. Results: Majority (59%) of hospitals surveyed were rural; 41% were urban. More than half (n=23; 72%) reported to be outsourcing at least one support service. There was a significant difference in the proportion of rural and urban hospitals outsourcing and those not outsourcing (p=0.0033). While outsourcing, rural hospitals were more likely to report challenges with the availability of vendors (p= 0.0152); urban hospitals were more likely to report challenges with contractual issues (p=0.0056). Ministry of Health owned hospitals were more likely to report political interference in the outsourcing process (p= 0.0065). Rural hospitals were more likely to monitor the continued need for outsourcing compared to their urban counterparts (p=0.0358). We found no significant differences (p>0.05) in the hospital managers’ perceptions about the benefits of outsourcing, outsourcing risks, characteristics of services that need to be outsourced and outsourcing barriers among outsourcing and non-outsourcing hospitals. Conclusion: Hospital location and ownership have an influence on aspects of the outsourcing decision, process and practices by general hospitals in our study. However, the perceptions of the hospital managers regarding outsourcing have no influence on the hospital’s outsourcing decision and practices.
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Ramanathan, Lakshmanan, and Sundaresan Krishnan. "An empirical investigation into the adoption of open source software in Information Technology outsourcing organizations." Journal of Systems and Information Technology 17, no. 2 (May 11, 2015): 167–92. http://dx.doi.org/10.1108/jsit-10-2014-0070.
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Purpose – The purpose of this paper is to identify the influence of outsourcing on open-source software (OSS) and further investigate the factors that impact the adoption of OSS in global information technology (IT) outsourcing organizations serviced by Indian IT services organizations. Design/methodology/approach – The authors developed a conceptual model that describes the factors influencing the OSS adoption by using the technology-organization-environment framework. This quantitative explanatory study used self-administered questionnaire to collect data from 482 middle and top management employees of Indian IT services organizations. The authors analyzed the data using partial least squares to test this conceptual model. Findings – The proposed conceptual model identified the factors which play a significant role in OSS adoption such as reliability, legal concern, software costs, management support, OSS support availability and software vendor. In contrast, this study did not find enough evidence that IT outsourcing was a significant determinant of OSS adoption. Research limitations/implications – The main limitation of the research is that it is focused on global IT outsourcing organizations (clients) serviced by Indian IT services providers (vendors). Hence, the authors cannot generalize the finding to other regions. Also, the analysis is based on the view point of employees in vendors. Views of clients’ employees must be analyzed and triangulated with current evidence. Practical implications – IT services providers can offer “OSS as a service” for its clients and help them address the gaps in support availability and achieve reduction in total cost of ownership of software. Originality/value – IT services providers can use this research model to increase their understanding of why some IT outsourcing organizations choose to adopt OSS, while seemingly similar ones facing similar market conditions do not.
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Guracha, Adan Moro, and Felix Kiruthu. "Attitudes towards Outsourcing Security Services on Service Delivery in Commercial State Owned Enterprises in Nairobi City County, Kenya." International Journal of Current Aspects 3, no. III (June 5, 2019): 1–13. http://dx.doi.org/10.35942/ijcab.v3iiii.26.
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Security service delivery in public sector is crucial as it entails protecting government personnel as well as property. Therefore, security is increasingly viewed as a key condition for economic growth and development. Lack or ineffective security service delivery weakens the performance of any organization. This study sought to determine if service delivery improves as a result of outsourcing of security services to commercial state owned enterprises in Kenya. Specifically, this research aimed at determining the effects of outsourcing cash protection, body guarding, property protection and information/data protection services on security service delivery of selected commercial state owned enterprises in Nairobi City County in Kenya. The study was guided by two theories; the Functionalist model and securitization theory. A descriptive research design was adopted. The target population for this study was a census of all the 29 selected commercial state owned enterprises. The study targeted security managers, assistant security managers and security staff, hence total target population was 958 respondents. The sample size was selected through purposive and random sampling techniques. The research used questionnaires to collect data. Descriptive statistics including frequencies, percentages, means and standard deviations were used. Further, inferential statistics including correlation and regression analysis were used to illustrate the relationship between the independent and the dependent variables. The study used a multiple regression model. The regression results indicated that, there is a positive and significant relationship between outsourcing cash protection security services and security service delivery of commercial state owned enterprises in Kenya (β=0.247, p=0.001); a positive and significant relationship between outsourcing bodyguard security services and security service delivery of commercial state owned enterprises in Kenya (β=0.271, p=0.000); a positive and significant relationship between outsourcing property guarding security services and security service delivery of commercial state owned enterprises in Kenya (β=0.289, p=0.033); and a positive and significant relationship between outsourcing information security services and security service delivery of commercial state owned enterprises in Kenya(β=0.389, p=0.015). From the findings, the study concluded that outsourcing security services has a significant influence on security service delivery of commercial state owned enterprises in Nairobi City County, Kenya. In particular, the study concluded that outsourcing cash protection, body guarding services, property guarding and information security services, had a positive and significant effect on security service delivery of commercial state owned enterprises in Kenya. The study recommended that commercial state owned enterprises should strengthen their cash protection security services, security officers should be trained on how to protect human life especially, the personnel that they are supposed to protect, private security companies should keep data on any property that enters and leaves the company’s premises, and that private data security officers should have access to IT skills.
This is an open-access article, access, citation and distribution of this article is allowed with full recognition of the authors and the source.
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
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Dinarjo, Tjiptogoro. "Peran Proses Pengadaan dan Kontrak dalam Rancang Bangun Operasional Teknologi Informasi Bank Sentral Melalui Sistem Outsourcing SDM." Transparansi Jurnal Ilmiah Ilmu Administrasi 6, no. 2 (March 6, 2018): 139–55. http://dx.doi.org/10.31334/trans.v6i2.38.
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The role of outsourcing is very strategic, therefore we needs to have an outsourcing system to optimally support the Information Technology (IT) services that are drived from and integrated with information system and business strategy. The objective of this research is to formulate a model of development of IT services through outsourcing system. This model expected to assist the management in making strategic Human Resources (HR) Policies in line with the institutional strategy and business. The specific objectives of research: analyzing the dominant factors affecting the development of IT services through outsourcing system; analyzing the relations between such factors with the outsourcing success to achieve prime services; analyzing the model forms of development; and producing the model of development. This Case study was conducted in BI, by applying the approach of integrated explorative, descriptive and explanatory researches, analysis for endogen and exogen variables by applying Structural Equation Modeling (SEM). Policy model was formulated based upon the SEM analysis’s result, then some verification and validation were done through Individual Depth Interview (IDI) and Focus Group Discussion (FGD). This study indicated that the key success factors of outsourcing system in supporting IT services are: (1). capability with indicators quality technical personnel, product efficiency, technical process, process management, quality control, service quality and project management; (2). procurement process with indicators: service quality, competition, cost, cooperation, and froud act; (3). contract with indicators: incentive, penalty, trust, preventing froud act, and cooperation; (4). outsourcing implementation with indicators: cooperation, sustainable expectation, partnership, investment intention, commitment and power client. But In this case, how ever focus analysis on: (1). procurement process with indicators: service quality, competition, cost, cooperation, and froud act; (2). contract with indicators: incentive, penalty, trust, preventing froud act, and cooperation:
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Stefanov, Nikolay, and Ilian Lilov. "Methodology for Analysis and Evaluation of the Effectiveness of Using Outsourcing Services in the Bulgarian Armed Forces." International conference KNOWLEDGE-BASED ORGANIZATION 24, no. 1 (June 1, 2018): 351–56. http://dx.doi.org/10.1515/kbo-2018-0057.
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Abstract The improvement of the outsourcing process is directly related to the planned ideas of the managing bodies of the Bulgarian Armed Forces and the initiatives to be implemented. This in turn determines the need to analyse and evaluate the efficiency of the performance of the outsourcing service. The objective is to identify possible deviations from the requirements of the client military unit and to take action to change or improve the outsourcing process. The analysis and evaluation of the efficiency of the used outsourcing services enables an overall vision of the outsourcing process and the fulfillment of the set goals. This article studies and analyses the possibilities for applying a methodology for analysis and evaluation of the effectiveness of the use of outsourcing services in the Bulgarian Armed Forces
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Hanafizadeh, Payam, and Ahad Zare Ravasan. "An empirical analysis on outsourcing decision: the case of e-banking services." Journal of Enterprise Information Management 31, no. 1 (February 12, 2018): 146–72. http://dx.doi.org/10.1108/jeim-11-2016-0182.
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Purpose A multitude of factors influence the information technology outsourcing (ITO) decision. Organizations must systematically evaluate these factors prior to making the ITO decision. The purpose of this paper is to provide an in-depth analysis toward understanding the critical factors in affecting ITO decision in the context of e-banking services. Design/methodology/approach The effect of technological, organizational, and environmental attributes on e-banking services outsourcing decision were investigated in this paper. The study was carried out using the quantitative research methodology based on a survey of 23 banks. The partial least squares technique was utilized as the method of data analysis. Findings The results of the data analysis illustrated that nine out of 11 assumed factors (i.e. perceived complexity, perceived cost, service observability to the client, cultural fit between client and supplier, perceived loss of organizational knowledge, prior outsourcing experience, external pressure, market volatility, and suppliers’ power) influence the outsourcing decision of e-banking services. The findings also confirmed that the nature of the service and client IT capabilities did not exert any influence on the outsourcing decision. Originality/value The study is among the first kind of ITO decision research which empirically investigates the effect of service observability, cultural fit, perceived loss of organizational knowledge, external pressure, market volatility, and suppliers’ power amongst other factors on the ITO decision. The findings from this study provide insights for the banks and service providers to better understand the factors affecting the outsourcing decisions of e-banking services in contexts of less developed countries. Implications based on a specific situation of the Iranian banking sector is also proposed.
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Wijaya, Lydia, Indra Kharisma Raharjana, and Endah Purwanti. "Strategic Management for IT Services on Outsourcing Security Company." Journal of Information Systems Engineering and Business Intelligence 4, no. 1 (April 28, 2018): 46. http://dx.doi.org/10.20473/jisebi.4.1.46-56.
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Information Technology (IT) is used by many organizations to enhance competitive advantage, but many outsource security firms have not used IT in their business processes. In this research, we will design Strategic Management for IT Services for outsourcing security company. We use an outsourcing security company as a case study of IT Strategy Management for IT Services development. The purpose of this study is to create an IT services strategy for security outsourcing companies. The framework used is the ITIL (Information Technology Infrastructure Library) framework service strategy in strategy management for IT services process. There are several steps taken in the making of the strategy: (a) Strategic assessment stage to analyzed internal and external factors of the company. (b) Strategy generation by creating the strategic plan. (c) Strategy execution to determine the tactical plan. And (d) strategy measurement and evaluation. This study produced the proposed IT service system that suits the needs of the company in the form of strategic, tactical plans and strategy measurement. This result can be used as the foundations of IT service development in outsourcing security company. In the process of this study, we work closely with stakeholders; every work product has been verified and validated by stakeholders.
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Palesheva, Nadezhda, Nadezhda Zonova, and Svetlana Grin. "Outsourcing: condition and perspectives of development of accounting services in Russia." E3S Web of Conferences 110 (2019): 02005. http://dx.doi.org/10.1051/e3sconf/201911002005.
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The article discusses the state of the market for outsourcing accounting services in the Russian Federation and its development trends, the forms of interaction between customers and outsourcers in the accounting and financial field. The purpose of the article is to analyze the content and main characteristics of outsourcing accounting services, features and ways of its further development in Russia in modern economic conditions. The study of the authors is based on an analysis of open sources of information: the company’s websites, the Federal State Statistics Service, the Federal Tax Service of Russia, scientific publications. Particular attention is paid to the study of publications of Russian and foreign authors, the assessment of the size, conditions and prospects of development of the market for accounting services in Russia. In particular, the factors that affect the accounting outsourcing industry have been identified. The authors made conclusions about the emergence of new players in the market for accounting outsourcing services, their approaches to the provision of services, identified the main prospects for the development of accounting business through deeper use of modern information and communication technologies and integration.
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Brzozowski, Bob, and Fred Posey. "Outsourcing Industrial Hygiene Laboratory Services." Synergist 15, no. 8 (2004): 38. http://dx.doi.org/10.3320/1.2928473.
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