Australian Academy of Accounting and Finance Review (AAAFR)

Vikalpa, 2010

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 environment in mind, we have undertaken a study of service providers operating in India to explore what competences they have developed for successfully delivering the outcome. This research explores two competences of service providers: business process management competence relationship management competence. These two competences have the theoretical grounding in resource-based view and relationship t...

Even though offshoring significantly affects a host country, most research on offshore production still focuses on its demand side. In this paper, we introduce the factors that affect the performance of Indian suppliers in an outsourcing relationship, popularly called the Business Process Outsourcing (BPO) firms. In the absence of a sound theoretical framework on BPO firms, we combine suitable elements from the model of an intermediate input producer of the Aghion et al (1999) endogenous growth theory, Arora and Asundi (1999) software outsourcing firm model and the Antràs (2005) internalization theory. By applying these models, we support an econometric framework of firm performance comprising of factors crucial for the BPO industry. Our empirical results indicate that in 2001-02, prior experience, the number of office locations, funding from a venture capitalist, the number of markets and the number of clients had a positive influence on a BPO firm"s performance while information security certifications negatively affected a supplier"s performance.

Bulletin on Asia-Pacific Perspectives, 2004

2004

The purpose of this work is to determine the factors influencing the outsourcing of hotel service operations. We take specificity and substitutability as our reference, as well as the performance of the operations, which enables us to determine the core or non-core character of the service operation. Secondly, and based on the classification of the operations depending on their importance to competitive advantage, we analyze the influence of outsourcing on the operational objectives. The results reflect that hotels have a greater propensity to outsource service operations that do not affect competitive advantage. These are the operations that are less specific, more substitutable and have lower performance. It can also be seen that the outsourcing of non-core services is determined by cost reductions, while in the case of core or complementary services, outsourcing has greater potential to influence the non cost-related objectives of the operations strategy.

Ekonomika, 2015

The purpose of this paper is pointing out the relevance of outsourcing of business process project and strategic option for improving enterprise efficiency and realizing the competitive advantage. The aim of the paper is designing a conceptual model for implementation of BPO concept, which contains four generic steps: establish a business process outsourcing team, conduct a business process analysis, determine BPO possibilities, develop and present the business plan of BPO. The proposed model helps the clients and service provider organizations in understanding critical steps in realizing the intended BPO project.

How do we know that a Business Process Outsourcing (BPO) company is performing well or not? The validation method of the hybrid constructs presented in this paper is fueled by the investigation on the empirical framework of such question. Cost and quality which are seen as key factors of measurement have received favorable attention from researchers in manufacturing and production industries. However, the business process outsourcing service industry faces challenges with the recent change in the supply chain management orientation to the business as a service across networks of corporations. Therefore, this paper provides a validation of the performance measurement framework for BPO service organizations. To our knowledge, this is the first of its kind to extensively explore both lean and agile literature and then conceptualize the literature into a hybrid framework. We evaluated the current/existing framework that measures performance effectiveness and efficiency under lean and agile methodologies, excavated 8 constructs and then conducted a reliability and validity test for validation.

Управління розвитком соціально-економічних систем : IX Міжнар. наук.-практ. конф., 2025

Modern conditions of the market economy force enterprises to constantly adapt to changes, increasing their efficiency and competitiveness, which is accompanied by the search for effective mechanisms of resource management. In this context, outsourcing is a powerful tool that allows companies to transfer non-core functions to specialized organizations, thereby optimizing operating costs and focusing on core business processes.

South Asia Economic Journal, 2005

In an era of change, restructuring and growing, business is becoming more competitive and demanding day by day. Utmost importance is given to profitability at every level and by all processes. If any business process or function is nonproductive or non-profitable, that is, non-core but necessary business processes, then the better strategic alternative is to outsource that process to a firm that specializes in that function, ensuring better economical performance. India, with its cost and time differential advantages, backed by an educated workforce, could commit quality of service. India is fast emerging as a preferred destination for outsourcing. Business process outsourcing (BPO)/information technology enabled service (ITES) is emerging as the next big opportunity for India after collapse of the dot com bubble and the economic slowdown. The present study is an attempt to elucidate the evolutionary cycle of outsourcing. A SWOT analysis has been carried out to evaluate India's competitiveness to meet global standards and thereby emerge as a preferred destination for outsourcing.

2000

With the development of information technology (IT), computers and telecom networks based services are playing a significant role in many developing economies. Business process outsourcing (BPO) industry is a product of this revolution. Growth of the BPO industry has helped the economies of many developing countries, especially in Asia, and India is prominent amongst them. Unlike the software industry, BPOs

2004

Outsourcing decisions are not, technically, irreversible. But in practical terms the organizational disruption and financial costs of bringing services back in house ("backsourcing") mean that few organizations revert, even when quite dissatisfied with an arrangement. Instead, organizations typically seek to move to another outsourcing arrangement, that is sometimes less attractive than the original in-house delivery. Preliminary evidence from studies of business process outsourcing (BPO) experiences, like those into IT outsourcing's success, suggests that only a minority of organizations report their BPO arrangements as satisfactory, implying that many are caught in this "can't go back" bind. In this paper the authors examine two organizations contemplating the adoption of BPO, and consider their expectations and experiences in light of existing empirical literature. The paper concludes with a set of principles to assist organizations to avoid BPO failure.