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Articoli di riviste sul tema "Business Process Outsourcing"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 26 luglio 2025

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1

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

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

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

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3

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

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4

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

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5

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

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

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6

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

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7

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

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8

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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9

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

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10

Lacity, Mary, and Leslie Willcocks. "Business process outsourcing and dynamic innovation." Strategic Outsourcing: An International Journal 7, no. 1 (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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11

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

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12

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

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

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14

Sayın, Ahmet Alper, and Melis Eroğlu. "The Effect of Outsourcing in Logistics on Supplier Selection and Business Performance With an Approach to Learning Processes." Cadernos de Educação Tecnologia e Sociedade 18, se3 (2025): 195–216. https://doi.org/10.14571/brajets.v18.nse3.195-216.

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The notion of outsourcing, the rationale behind outsourcing, outsourcing in logistics operations, and scholarly research on these topics are examined in the study's introduction. The study's second section shows how company attributes that influence supplier selection during the outsourcing interaction process relate to business performance. The purpose of this study was to examine the relationship between business performance, communication quality, information sharing in the outsourcing interaction process, and firm characteristics that enable senior managers and business owners of companies

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15

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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16

Nyambura, Chege Purity, Jesse Maina Kinyua, and Kirema Nkanata Mburugu. "The Influence of Political Environment on the Performance of Business Process Outsourcing Sector in Kenya." Journal of Social Sciences Research, no. 68 (August 25, 2020): 770–75. http://dx.doi.org/10.32861/jssr.68.770.775.

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The purpose of this study is to establish the influence of the political environment on the performance of the Business Process Outsourcing Sector in Kenya. The study covered all the 118 registered business process outsourcing companies in Kenya. Descriptive and inferential statistics were used in this study. The descriptive results indicate that the political climate in Kenya has not been conducive to the business process outsourcing sector. The inferential results indicated that the political environment had a statistically significant influence on the performance of the business process out

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17

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

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The article considers business process outsourcing from the point of view of the strategic basis for the activities of enterprises in an unstable economy. The paper shows that, presently, the outsourcing strategy is becoming the new norm and is changing the entire world economy. The study uses the author’s approach, based on the methods of scientific generalization, comparative analysis, systemic and situational approach. The paper justifies the application of the outsourcing strategy at enterprises, ascertains the main advantages and disadvantages of its implementation. The author develops a

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18

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

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19

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

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

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21

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

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22

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

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23

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

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24

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

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25

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

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Business process outsourcing (BPO) is a widely popular way that companies are conducting business all around the world. Employing such techniques can have a dramatic effect on your bottom line, but also open you up to many more advantages that ultimately help your business function more efficiently. The purpose of this report is to critically review past literature on the topic to gain a better understanding of why businesses will choose to outsource processes. This report will also seek to provide greater insights into the effects outsourcing has on the company and also the host country being

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26

Ilona, Petryk, and Semchuk Zhanna. "Innovations in streamlining of business processes." Академічні візії, no. 3 (January 25, 2022): 26–32. https://doi.org/10.5281/zenodo.5958647.

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The article outlines the essence of outsourcing, and specifically IT outsourcing. Outsourcing in IT services (IT outsourcing, outsourcing of information systems, information technology) is defined as providing comprehensive solutions for e-business with the help of external experts. IT outsourcing can also be understood as the acceptance by the outside firm of specific areas of business related to information technology (all or only selected areas). Investments in information technology and operating costs related to operational infrastructure often make up a significant part of the budget. Fo

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27

Lagat, Dorcas C. "Effect of Outsourcing Typologies on Organizational Performance of Small and Medium Enterprises in Kenya." American Based Research Journal 5, no. 12 (2016): 01–14. https://doi.org/10.5281/zenodo.3441931.

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<em>The study determined the effects of Business Process Outsourcing on SME performance, effects of knowledge Process Outsourcing on SME performance. The study was guided by Resource-based View, Agency Theory, and Transaction cost Theory.This study used a combination of cross sectional and explanatory research design using a sample size of 440 SMEs. This study deployed the use of a questionnaire as a data collection technique.Descriptive statistical procedures including frequency distributions; means, standard deviation multiple regression, and correlati

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28

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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29

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

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Today’s ever-increasing competitive environment requires firms to seek for better ways to create value. In the organization era, firms continue to face tougher competition in the business environment and business process outsourcing is a critical strategy that improves a firm’s competitive capabilities by delivering value to customers. Business process outsourcing has emerged as a widely adopted strategy among firms in various sectors. The general objective of the study was to establish the effect of business process outsourcing on organizational performance of real estate firms in Nairobi Cit

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30

Denysov, Denys. "OUTSOURCING AND OUTSTAFFING: LEGAL ASPECTS OF BUSINESS PROCESS OPTIMIZATION IN UKRAINE." Modern scientific journal 6, no. 4 (2024): 17–23. https://doi.org/10.36994/2786-9008-2024-6-2.

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The article examines the legal aspects of outsourcing and outstaffing as modern tools for optimizing business processes. The essence and key characteristics of these models, their impact on labor organization, and the efficiency of enterprises are analyzed. The author examines the essence of the concepts of “outsourcing” and “outstaffing”, their differences and main characteristics in terms of legal regulation. Particular attention is paid to the legal regulation of outsourcing in Ukraine and existing legislative gaps in the field of outstaffing. Special attention is paid to the legal framewor

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31

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

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32

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

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Introduction. The practice of the world business shows that in order to achieve a competitive advantage it is advisable to use a benchmarking tool that allows you to use the experience of your competitors who have succeeded in different areas of activity. Of particular relevance is the use of benchmarking in the field of innovation, in particular in the IT industry, which has become a key driver of economic growth and productivity in many countries.Hypothesis. High-quality IT consulting services require not just the automation of a single process or the implementation of a specific system, but

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33

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

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34

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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35

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

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

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37

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

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38

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

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39

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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40

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

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41

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

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42

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

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

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

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Manikandan, S., T. A. Mohanaprakash, V. Vivekanandhan, and M. Shenbagam. "Review of Feedback Analysis of Business Process Outsourcing." Migration Letters 20, S13 (2023): 348–52. http://dx.doi.org/10.59670/ml.v20is13.6465.

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Nowadays, online users place a high value on providing feedback in order to enhance their requirements. To extract the requirements from user reviews, a variety of feedback analysis methods were proposed by numerous researchers. However, there is a typical supposition that physically breaking down huge measure of client surveys is testing task and no benchmark has set in execution of client criticism examination. This paper says regarding various clients 'criticism which they have given through web-based in different business areas. We can carry out the criticism examination in both physically

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

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Vijayakumar. "BUSINESS PROCESS OUTSOURCING IN INDIA – ISSUES AND CHALLENGES." Shanlax International Journal of Arts, Science and Humanities 6, S2 (2019): 60–63. https://doi.org/10.5281/zenodo.2563020.

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<em>India has become one of the most sought after destination for the companies wanting to outsource their business, knowledge, research, legal and related high-end processes. This not only boosts exports, increases national income and creates greater employment avenues, but also increases tax revenues, caters to the growth of other related industries like infrastructure, catering, etc. </em><em>India has already made remarkable achievements in the field of Business Process Outsourcing (BPO), with high export revenues. The Indian BPO sector has been able to build a strong reputation for its hi

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Javar, Christine. "Employee Absenteeism in a Business Process Outsourcing Company." International Journal of Research and Innovation in Social Science IX, no. V (2025): 4081–94. https://doi.org/10.47772/ijriss.2025.905000312.

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Employee Absenteeism is a worldwide phenomenon which, either due to structural or functional problems in an organization, is an important subject on the international agenda. This phenomenon affects employees in the BPO industry in the Philippines. The demanding nature of the work, often involving irregular hours and high stress, contributes to frequent absences among employees. The purpose of this paper is to identify the leading factors of absenteeism, provide overview on how it affects the business as well as validate options provided as a strategy to minimize absenteeism. It is important f

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

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The study examines the impact of outsourcing on organizational performance of listed food and beverage firms in Nigeria. In spite of the rapid drift in outsourcing, there are limited published sources of literature related to outsourcing in Nigeria, and also previous studies shows contradictory results. The study uses a correlation design, and used secondary data as the main instrument of data collected from the financial statements of the firms contained in the fact-book of the Nigeria Stock Exchange (NSE). The population and sample of the study includes all the eighteen (18) food and beverag

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