Offshore BPO at large captive operations in India
| Autor: | Graham Pervan, John Wreford, Kevan Penter |
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| Rok vydání: | 2009 |
| Předmět: |
Change over time
Engineering business.industry Business process outsourcing Technical service media_common.quotation_subject Library and Information Sciences Computer Science Applications Outsourcing Globalization Business context Submarine pipeline Quality (business) Operations management business Industrial organization Information Systems media_common |
| Zdroj: | Information Technology & People. 22:201-222 |
| ISSN: | 0959-3845 |
| DOI: | 10.1108/09593840910981419 |
| Popis: | PurposeThe purpose of this paper is to contribute towards development of a management framework for offshore business process outsourcing (BPO).Design/methodology/approachThis paper utilises longitudinal case studies to identify success factors in managing offshore BPO via the captive model (i.e. wholly‐owned subsidiary).FindingsSuccess in offshore BPO is based on a combination of cost savings, technical service quality and strategic issues, is specific to business context and will change over time. Choice of engagement model (e.g. captive operation or arms‐length contracting) is an important success factor. Advantages of captive centers arise from higher levels of relationship quality, trust and collaboration effectiveness.Research limitations/implicationsThis paper focuses on two global companies in two industry sectors (airlines and telecommunications), and both have adopted one particular BPO model (i.e. captive operation).Originality/valueThe paper contributes to scarce literature on offshore captive BPO operations, the most common but also least researched engagement model. The findings have practical implications for managers designing offshore BPO strategy. |
| Databáze: | OpenAIRE |
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