Dissertationen zum Thema „Outsourcing strategies“
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Bullock, Michael L. „Successful Human Resource Outsourcing Strategies“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.
Der volle Inhalt der QuelleRajack, Clyde. „Information Technology Outsourcing Strategies to Ensure Customer Satisfaction“. ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7721.
Der volle Inhalt der QuelleMayer-Heinisch, Severin. „Multi-Vendor Outsourcing Strategies in the Insurance Industry“. St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02607414002/$FILE/02607414002.pdf.
Der volle Inhalt der QuelleСерваа, Аду Франціска. „Обґрунтування аутсорсингових стратегій міжнародних видобувних компаній в Гані (на прикладі Ньюмонт Голд Гана Лімітед)“. Master's thesis, Сумський державний університет, 2018. http://essuir.sumdu.edu.ua/handle/123456789/71161.
Der volle Inhalt der QuelleLayen-Layeni, More. „Strategies for Minimizing Defects in Offshore-Outsourced Products“. ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3698.
Der volle Inhalt der QuelleLabat, Edwina A. „Strategies for Small Business Leaders to Enter the Business Process Outsourcing Market“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5891.
Der volle Inhalt der QuelleHopwood, Marsha. „Effective Strategies for Managing the Outsourcing of Information Technology“. Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10837226.
Der volle Inhalt der QuelleMore than half of information technology (IT) outsourced projects fail, primarily due to a lack of effective management practices surrounding the outsourcing end-to-end process. Ineffective management of the IT outsourcing (ITO) process affects organizations in the form of higher than expected project costs, including greater vendor switching or reintegration costs, poor quality, and loss of profits. These effects indicate that some business leaders lack the strategies to effectively manage the ITO process. The purpose of this single-case study was to apply the transaction cost economics (TCE) theory to explore strategies 5 business professionals use to manage an ITO project in a financial services organization located in the Midwestern region of the United States. Participant selection was purposeful and was based on the integral role the participants play on the ITO project. Data collection occurred via face-to-face semistructured interviews with the participants and the review of company documents. Data were analyzed using inductive coding of phrases, word frequency searches, and theme interpretation. Three themes emerged: vendor governance and oversight, collaborative strategic partnership, and risk management strategies enabled effective management of ITO. Identifying and executing appropriate outsourcing strategies may contribute to social change by improving outsourcing infrastructure, which might support job creation; increasing standards of living, especially within emerging markets; and heightening awareness of different cultures, norms, and languages among people living in different regions around the world to establish commonalities and gain alignment with business practices.
Hopwood, Marsha N. „Effective Strategies for Managing the Outsourcing of Information Technology“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5477.
Der volle Inhalt der QuelleYerkic-Husejnovic, Berina. „Strategies in Outsourcing R&D Processes to Maintain Market Competitiveness“. ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3734.
Der volle Inhalt der QuelleHoang, Dee Thi Thuy. „Strategies for the Effective Management of Human Resources Outsourcing and Performance“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6217.
Der volle Inhalt der QuelleLabat, Edwina. „Strategies for Small Business Leaders to Enter the Business Process Outsourcing Market“. Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10974842.
Der volle Inhalt der QuelleMany small businesses in the United States declare bankruptcy within the first 5 years of starting operations. Small business leaders may avoid bankruptcy if they would take advantage of the financial benefits associated with entering the business process outsourcing (BPO) market as service providers. BPO service providers in the United States have experienced significant revenue increases since entering this growing market. This multicase study was an exploration of the strategies small business leaders use to enter the BPO market as service providers to increase revenue and reduce the likelihood of bankruptcy in the metropolitan Atlanta, Georgia, area. The multicase population consisted of 4 small business leaders from 3 companies who successfully entered the BPO market as service providers and increased revenue. The conceptual framework for this study was the resource-based view theory. The data collection process included semistructured interviews, interview notes, and company records. Data were compiled and organized, disassembled into fragments, reassembled into sequence of groups, and interpreted for meaning. Methodological triangulation and member checking validated the trustworthiness of those interpretations. Three themes emerged from the data collected: using professional resources and personal skills to enter the BPO market; entering into trade contracts with BPO clients; and establishing and building on relationships with BPO clients. The implications for positive social change include the potential to increase the success rate of small businesses, improve and revitalize the economic and social conditions of the local community by providing jobs.
Mostofi, Oscar. „Offshore Outsourcing of the United States Semiconductor Manufacturing: Management Approaches and Strategies“. ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4238.
Der volle Inhalt der QuelleStrand, Johanna, und Shenner Kotlji. „An Evaluation of Sourcing Strategies’ Relationship with Software Development Project Performance“. Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-19645.
Der volle Inhalt der QuelleBakgrund: Teknikens framfart över de tre senaste decenierna har lett till ökade anslutnings- och kommunikationsmöjligheter. Detta har möjliggjort för företag att utveckla sofistikerade företagsspecifika stryelsestrukturer med använding av olika sourcing strategier. Det huvudsakliga målet med att outsourca olika aktiviteter till utvecklingsländer eller tredjepartsleverantörer har varit att minska kostnader och att erhålla konkrurrensfördelar. Belsutet om att outsourca aktiviteter i ett företag är resursbaserat och grundar sig i den klassiska transaktionskostnadsteorin och resursbaserade teorin (resource-based view). Somliga partnerskap har resulterat i misslyckanden, andra i framgångssagor. Många av dessa har åstadkommits inom mjukvaruindustrin då industrin är mottaglig för olika sourcing strategier, bland annat används outsourcing mycket i globala mjukvaruutvecklingsprojekt. IT-företagen bedriver globala mjukvaruprojekt med de slutgiltliga målet att producera snabbare till ett lägre pris och en högre produktkvalitet. Trots detta uppstår ofta utmaningar när de gäller geografiska, tidsmässiga eller kulturella avstånd där nyttjandet av sourcing strategier adderar ytterligare ett lager av komplexitet. Majoriteten av uppmärksamhet har riktats mot hur samlokaliserade eller distrubuerade projekt presterar medan nyttjandet av sourcingstrategier i globala mjukvaruutvecklingsprojekt har fått mindre uppmärksamhet. Syfte: Syftet är att undersöka hur outsourcing, insourcing och en kombination av de två i en samlokaliserad eller distrubuerad miljö relaterar till mjukvaruutvecklingsprojkets prestanda i termer om produktivitet och kvalitet. Målet är att berika och addera kunskap till en knapp litteratur om prestanda för globala mjukvaruutvecklingsprojekt med avseende på sourcing strategier när dessa tillämpas i en kombination. Metod. En fallstudie har bedrivits på ett mjukvaruutvecklingsföretag som arbetar med globala storskaliga mjukvaruutvecklingsprojekt. Totalt har 64 projekts blivit utvalda, analyserade och grupperade i fyra olika sourcing strategier. Sekundärdata samlades primärt in från interna företagsarkiv såsom företagets interna databaser och projektledarverktyg. Intervjuer har också genomförts med två projektledare för att få en mer djupgående förståelse av projekten och för att välja ut projekten baserat på våra krav. Dataanalysen genomfördes via statistiska tester i SPSS. Resultat: Resultatet visade en signifikant skilland i kvalitet mellan sourcing strategierna. Insourcingprojekt visade sig bidra med högst kvalitet följt av outsourcing och mixad samlokaliserad sourcing projekt. Signifikat lägst kvalitet hade mixad distrubuerad sourcing. Trots icke-signifikanta resultat, visade det sig att produktiviteten var som högst i mixad distribuerad sourcing projekt följt av outsourcing, mixad samlokaliserade sourcing och insourcing projekt. Slutsats: De senaste trenderna inom global mjukvaruutveckling indikerar på att många företag återvänder till insourcing efter outsourcing är motiverade i vårt resultat eftersom insourcing projekt resulterar i högre kvalitet. Trots att outsourcingprojekt har förknippats med låg kvalitet och produktivitet tyder våra resultat på att de är mycket konkurrenskraftiga. Slutligen är mixen av internanställda och tredje part konsulter i en samlokaliserad och distrubuerad miljö förknippad med en sämre kvalitet, och i de samlokaliserade fallet även sämre produktivitet.
McIvor, Ronan. „The implications of core competency strategies on buyer-supplier relations : a case study“. Thesis, University of Ulster, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.342422.
Der volle Inhalt der QuelleVakil, Bindiya. „Design outsourcing in the high-tech industry and its impact on supply chain strategies“. Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/33418.
Der volle Inhalt der QuelleIncludes bibliographical references (leaves 131-135).
The practice of outsourcing product design to a service provider is prevalent in fast-moving high-tech electronics. Product design affects all subsequent activities such as procurement, manufacturing, logistics and after-sales services. Thus, companies do design for supply chain (DFSC), which is the process of designing products by incorporating such supply chain considerations as supplier selection and integration, single vs. multi-sourcing, component commonality, postponement, variety management, product reuse and recycling, planned obsolescence, etc. Each of these strategies involves tradeoffs which become difficult to evaluate in an outsourced environment. The levels at which companies engage with their service provider such as fully outsourced or joint design, affect the degree of control they can exercise over the design process. The main finding is that when products are fully outsourced, companies have less control and therefore, a lower possibility of implementing DFSC. Certain measures are proposed whereby companies may influence DFSC implementation even in fully outsourced design. When some of the design is kept in-house in a joint design model, the level of control is high.
(cont.) Another important finding is that design service providers actually achieve excellence in incremental innovation and do implement DFSC strategies which have cost-saving and revenue-generating benefits for them. The distribution of the resultant savings is primarily a function of the company's ability to understand the service providers' cost structure and its negotiating power in the relationship. Two case-studies are included of products where different outsourcing levels are used and the impact of the level of outsourcing is studied for each supply chain strategy.
by Bindiya Vakil.
M.Eng.in Logistics
Altin, Mehmet. „An Examination of the Link between RM Implementation Strategies and Performance“. Diss., Virginia Tech, 2015. http://hdl.handle.net/10919/72910.
Der volle Inhalt der QuellePh. D.
Serra, Rute Filipa Évora. „Os riscos do outsourcing do ponto de vista do fornecedor“. Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/13060.
Der volle Inhalt der QuelleOutsourcing é um fenómeno que nasceu da necessidade das empresas em otimizar os seus recursos, focando-se na sua atividade principal e deixando as restantes atividades a fornecedores especializados. Ao longo de quase três décadas de existência, este fenómeno tem sido largamente estudado por forma a se verificar se de facto traz vantagens competitivas a quem recorre ao outsourcing. No entanto estes mesmos estudos, na sua maioria, são sobre o ponto de vista do cliente, ou seja, de quem contrata serviços de outsourcing. A presente investigação tem como objetivo estudar o ponto de vista do fornecedor, ou seja, quem presta o serviço, nomeadamente no que toca aos riscos associados a um contrato de outsourcing e quais as estratégias utilizadas para os mitigar. Para ilustrar este estudo escolheu-se a indústria das tecnologias de informação e a análise é focada essencialmente na perspetiva dos gestores de projeto. Através de entrevistas semiestruturadas realizadas a seis gestores de projeto concluiu-se que os riscos mais importantes para os entrevistados são a gestão da relação fornecedor-cliente, a gestão e rotação da sua equipa e a dificuldade no levantamento exato dos requisitos do projeto. Enquanto a maioria dos riscos mencionados nas entrevistas encontram-se na literatura existente, existem outros que, ou não são mencionados, ou não lhes são dada a importância encontrada nesta investigação. De igual forma, em relação às estratégias de mitigação concluiu-se que a maioria das mencionadas nas entrevistas não foram encontradas na literatura, nomeadamente no que toca às estratégias para diminuir a rotação da equipa.
Outsourcing is a phenomenon born from the need for companies to optimize their resources, focusing on their core business and leaving the remaining activities to specialized suppliers. Over almost three decades, this phenomenon has been widely studied in order to determine whether in fact it brings competitive advantage to those who resort to outsourcing. However, most of these studies are on the customer's point of view, ie, who contracts outsourcing services. This research aims to study the vendor's point of view, meaning, who provides the service, in particular regarding the risks associated with an outsourcing contract and with the mitigating strategies used. To illustrate this study the industry of information technology was chosen and it will be focused mainly on the perspective of project managers. Through semistructured interviews with six project managers it was concluded that the most important risks to respondents are the management of the supplier-customer relationship, management and turnover of their own team and the difficulty in accurate gathering of the project requirements. While most of the risks mentioned in the interviews are in the literature, there are others that are not mentioned or not given the importance found in this investigation. Similarly, regarding mitigation strategies it was concluded that the majority of the findings were not mentioned in the literature, in particular regarding strategies to decrease the turnover of the team.
info:eu-repo/semantics/publishedVersion
Dalborg, Per, und Linnea Henriksson. „Outsourcing R&D in the Defense Industry : Developing Strategies for Collaborating with Indian Suppliers“. Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-106367.
Der volle Inhalt der QuellePritchett, Andrieta G. „Shared Service Center Strategies in Public Sector“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5119.
Der volle Inhalt der QuelleHansen, Carsten. „Examining political risk in service offshoring strategies“. Thesis, Cranfield University, 2015. http://dspace.lib.cranfield.ac.uk/handle/1826/10181.
Der volle Inhalt der QuelleNordigården, Daniel. „Outsourcing in the Wood Product Manufacturing Sector A Combined Customer and Supplier Perspective“. Doctoral thesis, Linköpings universitet, Industriell marknadsföring och industriell ekonomi, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-10243.
Der volle Inhalt der QuelleMay, Shaun Patrick. „Integration of the outsourcer's strategy with that of the client“. Thesis, Stellenbosch : University of Stellenbosch, 2006. http://hdl.handle.net/10019.1/4903.
Der volle Inhalt der QuelleENGLISH ABSTRACT: "Strategy is when you are out of ammunition but keep on firing so that the enemy won't know". (Mintzberg, 2005, 13) Business Connexion (Pry) Ltd (BCX) is a leading black empowered ICT company with a proud 25-year track record. BeX is an integrator of competitive, innovative business solutions based on information and communications technology (ICT). Business Connexion runs mission-critical ICT systems for many JSE listed organisations and manages products, services and solutions for key public sector organisations, parastatal enterprises and a host of medium sized emergent companies. Nampak is the largest and most diverse packaging company in South Africa, with operations in Africa and Europe as well. Nampak Pty. Ltd. has experienced declining revenues over the last two years despite an upturn in the South African economy. This has resulted in them putting pressure on BCX and going out on a request for proposal (RFP) for the infrastructure outsourcing. This research report addresses how a company like BCX can align its strategy to that of an outsource client, Nampak Currently in an outsource environment the client will say that they see no value add from being outsourced. BCX will produce statistics to say that they are performing to service licence agreements (SLA). Between BCX and the Nampak there is misaligrunent. The outsource market is a maturing one and companies like BCX are struggling to maintain and grow their market share. Currently there are international players like HP trying to enter the African market. Globalisation is affecting the economy of South Africa. An organisation's strategy defines the sum of its choices about where it will compete, how it will create superior value for its customers, and how it will generate superior profits for itself. If you look at the strategies of the competitors they will invariably say and come to the same conclusions as Bex. This report hopes to show that strategy development is the search for ways to build a competitive advantage through distinctive capabilities. It is about finding new ways of doing things that provide an advantage over the competitors. The literature review indicates that everyone is a strategy consultant and that there is no one definition in defining and aligning this strategy! Methodologies do exist and where a company takes the advice of consultants they fmd themselves ending up with a synonym for the word strategy - expensive. The literarure review looks at some of the academics and consultants thinking on the subject since 1960. Interviews were conducted with key players within Group IT for Nampak and with some of the business executives of Nampak. The interviews were supplemented by information gathered by the author from working on the account for two years. This researeh report aims to use the experience of the people working on the account to derme the strategy with Nampak going forward. Currently BCX runs the Nampak account within the structures of a cluster and uses shared services to manage the account. The strategy is a reactive one and Nampak sces very little value add from BCX. Nampak sees BCX as a strategic supplier as opposed to a strategic partner. The conclusion of this report represents the "what" of the report. By continuing to carry on in the fashion BCX has, will result in them losing the outsource contract with Nampak. This is the reason that Nampak has gone out on a general request for proposals to the market. The "so what" of the report is that BCX will lose the Nampak account should it not change the way it handles this outsource business. BCX would be better off running the account as a stand alone business with its own executive who is empowered to make decisions. This fmding supports the work of Miller and Heiman who do consulting on how to handle large strategic accounts (Miller, 2004). The recommendations of this research report support the direction some of the executives at BCX would like to take, which is treat each large outsourced account as a stand alone business. BCX needs to position itself as a strategic supplier to Nampak and be more involved in the business. The "now what" is more fully explored in the recommendations part of this report. Companies think that by introducing a new product or service they will beat the competition. Whilst this is sometimes true, companies are better off focusing on delivering what they do to the client better. The recommendations focus on how BCX can deliver better value and strucntre themselves more efficiently. A good strategy in outsourcing means fully understanding your own and your customer's position so that like a good general you are in the right place with the right people at the right time.
AFRIKAANSE OPSOMMING: Business Connexion (pty) Ltd (BeX) is 'n voorstc swart-bemagtigde ICT-maatskappy met 'n trOlse rekord van 25 jaar. sex integreer mededingende, vemuwende sake-opJossings met inligtings- en kommunikasietegnoiogie (lCT) as grondsiag. Business Connexion bedryf missie-gerigte ICT-stelsels vir baie maatskappye wat op die JSE genoteer is en bestuur produkte, dienste en opJossings vir sleutelorganisasics in die openbarc sektor, semistaatsmstellings en 'n groat aaotal opkomende maatskappye van gemiddeJde groone. Nampak is die grootste en mees gediversifisecrde verpakkingsmaatskappy in Suid-Afrika, met takke in die res van Afrika en Europa. Nampak Pty. Ltd. het die afgelope twee jaar 'n afname in inkomste ondervind, ten spyte van 'n verbetering in die Suid-Afrikaanse ekonomie. As gevolg daarvan bet hulle druk op sex geplaas eo '0 algemene versoek in die mark gerig om voorleggings vir uitkontraktering van die infrastruktuur. Hierdie navorsingsvcrSlag dui aan hoe 'n maatskappy soos BeX sy strategie op eeo lyn kan bring met die van '0 uitkontrakteringsklient, Nampak. Tans sal die klient in 'n uitkontrakteringsomgewing se ciat bulle geeo waardetoevoeging sien in uitkontraktering nie. sex sal statistieke voorsien om te toon dat hulle presteer volgens dienslisensie-ooreenkomste. sex en Nampak is nie op een Jyn nie. Die uitkontrakteriogsmark is 'n ontwikkelende mark en maatskappye soos sex sukkel om bulle markaandeel te bebou en te vergroot. Daar is tans internasionale maatskappye soos HP wat probeer om die Afrika-mark binne te dring. Globalisering het 'n impak op die ekonomie van Suid-Afrika. 'n Organisasie se strategic defirueer die sam van sy keuses I.o.v. waar am te kompeteer, boe am uitstekende waarde aan kliente te bied, en boe om vir bomself uitstekende wins te genereer. As jy na die strategie van die kompetcsie kyk, jy sal sien dat bulle baie na aan die strategie van BeX is. Hierdie report wil wys dat strategie ontwikkeling is die besoeking van nuwe maniere om kompetitief te bly deur distinktiewe maniere. Dit is hoe u nuwe dinge doen, dat u kompetisie nie doen rue. Die literatuuroorsig dui aan dat almal strategiekonsultante is en dat daar geen enkele defirusie is wat hierdie strategie defmieer en belyn nie! Daar bestaan wei memdicke en waar 'n maatskappy die advies van konsultante aaovaar, vind hulle dat bulle eiodig met 'n sinoniem vir die woord strategic - duur. Die literatuuroorsig bekyk die gedagtes van akademici en konsullante oor hierdie ondelWerp sedert 1960. Onderhoude is gevoer met s!eutelro!spelers binne Groep IT vir Nampak en met sommlge van die uitvoerende sakebestuurders van Nampak. Die onderhoude is aangevul deur inligting ingewin deur die auteur, wat twee jaar lank op hierdie rekening gewerk het. Hierdie navorsingsverslag het ten docl om gebruilc te maak van die ondervinding van die mense wat op die rekening werk, om toekomstige strategic vir Nampak te dcfinieer. Bex bedryf tans die Nampak-rekening binne die strukture van 'n saamgroepering en gebruik gedeelde dienste om die rekening te bestuur. Die strategic is rcaktief en Nampak ondervind baie min waardetoevoeging van Bex. Nampak beskou BeX as 'n strategiese verskaffer cerder as 'n strategiese vennoot. Die gevolgtrekking van hierdie verslag verteenwoordig die "what" van die verslag. As BeX voortgaan soos tans, sal die gevolg wees dat hulle die uitkontrakteringskontrak met Nampak verloor. Oit is waarom Nampak algemene versoeke in die mark gerig het vir voorleggings. Die "so what" van die verslag is dat sex die Nampak-rekening sal verloor as hulle Die 'n verandering aanbring aan die wyse waarop hulle hierdie uitkontrakteringsbesigheid hanteer nie. sex sal beter vaar as bulle die rekening as 'n aparte besighcid bedryf, met sy eie uitvoerende bestuurder wat mab>tiging het om besluite te neern. Hierdie bevinding ondersteun die werk van Miller en Heiman, wat konsu!teer op hoe om groot strategiese rekeninge te hanteer (Miller, 2004). Die aanbeve!ings van hierdie navorsingsverslag ondersteun die rigring wat sommige van die uitvoerende bestuurders by sex wi! inslaan, naamlik om elke groot uitgekontrakteerde rekening te hanteer as 'n alleenstaande besighcid. sex moet homself posisioneer as 'n strategiese verskaffer vir Nampak en moet meer betrokke raak by die besigbeid. Die "now what" word meer volledig ondersoek in die aanbevelingsgedec!te van hierdic verslag. 'n Maatskappy dink dat as hulle 'n nuwe produk skep dat bulle die komperisie sal oorwin. Party keur is dir waar, maar meestal is dit beter om dinge beter to lever as die kompetisie. Die rekomendasies vir sex wys dat dit bcter is as hulle korrek restrukteer vir die klient. 'n Goeie strategie vir uitkontraktering beteken volle begrip van jou eie en jOll klient se posisie, sodat jy soos 'n goeie generaal op die regte tyd op die regte plek is met die rcgte mense.
Dorigatti, L. „DEFENDING THE CORE? AN ANALYSIS OF TRADE UNION'S BEHAVIOUR TOWARDS OUTSOURCING IN THE GERMAN CHEMICAL AND METAL SECTOR“. Doctoral thesis, Università degli Studi di Milano, 2014. http://hdl.handle.net/2434/233512.
Der volle Inhalt der QuelleToluwase, Tominiyi Oluwaleke. „Exploring strategies for outsourcing oil and gas functions in the cloud, and analysing the implications for the Oil & Gas industry“. Thesis, University of Liverpool, 2017. http://livrepository.liverpool.ac.uk/3007431/.
Der volle Inhalt der QuelleAlm, Arthur Anders, Alexander Bergman und Ella Åge. „Balancing Vertical Acquisitions and Strategic Outsourcing : A study of how non-efficiency conceptions can influence vertical integration strategies and impact organizational boundaries“. Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-48261.
Der volle Inhalt der QuelleBlind, Uwe. „Are the IT outsourcing strategies and IT governance of large companies practical for the NRW police and in which issues do they differ?“ Thesis, University of Surrey, 2018. http://epubs.surrey.ac.uk/849602/.
Der volle Inhalt der QuelleMitchell, Anthony. „A comparison of the offshoring and outsourcing strategies of German and UK multinational companies : a critical engagement with the 'varieties of capitalism' perspective“. Thesis, University of Hertfordshire, 2015. http://hdl.handle.net/2299/16330.
Der volle Inhalt der QuelleMiralam, Mohammad. „An exploratory study into buyer and supplier relationship problems : causes, control strategies and effects in Saudi Arabian companies“. Thesis, University of Stirling, 2011. http://hdl.handle.net/1893/3558.
Der volle Inhalt der QuelleAraujo, Jucelia Laurindo de. „Um estudo sobre estratégias de recursos humanos de uma empresa terceirizada do setor de telecomunicações“. Pontifícia Universidade Católica de São Paulo, 2016. https://tede2.pucsp.br/handle/handle/1155.
Der volle Inhalt der QuelleCoordenação de Aperfeiçoamento de Pessoal de Nível Superior
The objective of the research conducted for this dissertation was to analyze the human resources (HR) strategies and policies adopted in an outsourced telecom company, considering its strategic importance in the economic and globalized scenario. Specific objectives were analyzing the telecom industry in Brazil and the service relations between outsourced and contracting companies. In order to make carrying out the research possible, an investigation was conducted of aspects related to HR strategies and policies, and of outsourcing from a strategic and critical viewpoint; also carried out were analyses of the telecom industry and its strategies of action, and, finally, of the case of an outsourced telecom company. The methodology adopted consisted of a case study involving an exploratory approach, which was qualitative by nature, by means of three sources of evidence: documentation, files on record and participant observation. The subject of the investigation selected was an outsourced company named Alfa, which is engaged in providing services for major telecom operators here in Brazil. The results obtained indicated that it is possible to obtain good human resources practices by improving the outsourcing strategies and also reducing the negative effects, viewed as a precarious factor in terms of working arrangements
Apresentou-se como objetivo na pesquisa desta dissertação, analisar as estratégias e políticas de recursos humanos adotadas numa empresa terceirizada do setor de telecomunicações, considerando sua importância estratégica no cenário econômico e globalizado. E como objetivos específicos, analisar o setor de telecomunicações no Brasil e as relações de serviços entre empresas terceirizadas e contratantes. Para que a realização da pesquisa fosse possível, foram investigados aspectos relacionados a estratégias e políticas de recursos humanos; a terceirização sob uma ótica estratégica e crítica; a análise do setor de telecomunicações e suas estratégias de atuação, e por fim, a análise do caso de uma empresa terceirizada do setor de telecomunicações. A metodologia adotada consistiu-se de um estudo de caso, de abordagem exploratória, de natureza qualitativa por meio de três fontes de evidências: documentação, registro em arquivos e observação participante. Selecionou-se como sujeito da investigação uma empresa terceirizada, denominada empresa Alfa, atuante como prestadora de serviços para grandes operadoras do setor de telecomunicações. Os resultados obtidos apontaram que é possível obter boas práticas de recursos humanos, aperfeiçoando as estratégias de terceirização e também reduzir os efeitos negativos, vista como uma precarização do trabalho
Mazoyer, Oliver. „Centralization vs. Decentralization: Selection of Downstream Supply Chain Strategy : A single case study on the positioning of purchasing within the Supply Chain of a multinational company“. Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279645.
Der volle Inhalt der QuelleSupply Chain Management har kontinuerligt utvecklats med bl.a. namnbyten eller nya populära strategier. Den har under modern tid varit utsatt för både möjligheter såsom hot vilka har varit följder av globalisering. Företag har erhållit möjligheterna att leverera sina produkter till kunder över hela världen men även att outsourca processer för att förenkla denna leverans. Oursourcingmöjligheten har även översatts till obligatoriska beslut för flera företag för att ens kunna erbjuda produkter till konkurrenskraftiga priser. Dessa beslut kan dock exponera en Supply Chain till olika risker, en brytning i logistikkedjan till exempel. På grund av dessa konsekvenser måste företag värdera vilken strategi som måste tillämpas för varje process i kedjan. Ska de centraliseras, decentraliseras eller outsourcas? Ändamålet med denna studie är att, baserat på insamlad data från ett case företag, kunna bestämma vilken strategi ska tillämpas när det kommer till inköp från externa leverantörer. Detta examensarbete har utfört en litteraturgenomgång på bl.a. studier om Data Mining för att berika kvalitén på den kvantitativa delen baserad på databaser från caseföretaget. Utvald litteratur förklarar olika aspekter från Supply Chain Management med involverade strategier och hur en lämplig nätverksdesign väljs ut. Målet är att utveckla ett ramverk för urval av lämplig nätverksdesign för caseföretaget samt ett ramverk för att summera litteraturens budskap till implikationer av centralisering eller decentralisering med fokus på Finans, Prestanda och Information. Urvalsramverket har därefter fyllts i av nyckelpersoner från caseföretaget för att jämföras med kvalitativa bidrag från intervjuer om styrkor och svagheter på tre utvecklade scenarios om centralisering, decentralisering eller outsourcing. Med erhållen data möjliggjordes en diskussion för att tydliggöra styrkor och svagheter för varje scenario för att kunna noggrant jämföras och skapa argument för vilket skulle väljas. Resultat och argument har generaliserats och sammanfattats i en figur där en kan tydligt se för- och nackdelar med varje scenario. På så sätt disponeras en koncis slutsats av implikationer med att centralisera, decentralisera eller att outsourca. Resultaten från urvalsramverket pekar på att decentraliseringsstrategin är den optimala för caseföretaget, detta måste dock ifrågasättas på grund av kontexten med den nuvarande spridningen av COVID-19 viruset och dess inverkan på ekonomin. Med detta i åtanke och ihopsamlade argument, drogs slutsatsen att outsourcingstrategin är den mest lämpliga för caseföretaget. Detta masterexamensarbete har således lett till förlängningen av ett urvalsramverk av distributionsnätverksdesign samt diskuterat fram och sammanfattat implikationerna av centralisering, decentralisering och outsourcing.
Thelin, Jenny, und Amanda Lindström. „Ingen kan göra allt men alla kan göra något : En kvalitativ fallstudie om hur företag i en nätverksorganisation kan balansera entreprenörskap och strategi i sin verksamhet“. Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-77629.
Der volle Inhalt der QuelleBackground: The trends of globalization and digitalization have led to huge changes in the global market. Companies do not compete only on a regional or national level but also on an international level. The dynamic and volatile market place have led to the fact that companies do not only have to use their existing resources but they also have to be flexible, fast pace and innovative in order to identify new market opportunities. To succeed companies must be strategically entrepreneurial. The increased competitive situation has also forced companies to deliver high capacity and efficiency in all of its activities. Hence, it has become common that companies choose to perform those activities where they have their internal strengths while outsourcing the other activities to organizations by operating in network environments. Purpose: The purpose of the case study is to provide a greater understanding for the concept of strategic entrepreneurship and evaluate the how the network organizations can balance the entrepreneurship and strategy in its business operations. Method: The study is represented of a qualitative research strategy which has been shaped as a case study of the Smiling Group company. The empirical material has been collected through several personal interviews, various experiences and a review of written documentation. Conclusion: We conclude out of this case study that firms in network organizations can balance strategic management and entrepreneurship in their operations by utilizing the strategic advantages provided by the network. We claim that network organizations contribute by giving the individual firm the opportunity to take entrepreneurial action and still creating sustainable competitive advantage.
Shahmarichatghieh, M. (Marzieh). „Product development sourcing strategies over technology life cycle in high-tech industry“. Doctoral thesis, Oulun yliopisto, 2017. http://urn.fi/urn:isbn:9789526215273.
Der volle Inhalt der QuelleTiivistelmä Tämä tutkimus tarkastelee tuotekehityksen hankintastrategioita teknologioiden, tuotteiden ja markkinasegmenttien eri elinkaarivaiheissa. Väitöskirja lähestyy tuotekehityksen hankintaa seuraavista näkökulmista: 1) tuotekehityksen ja teknologioiden elinkaarien pääkonseptit, 2) tuotekehitystoiminnat teknologianelinkaarien vaiheissa, 3) tuotekehityksen hankinnat teknologianelinkaaren vaiheissa, ja 4) päätöksenteon vuokaavio. Yksittäiset löydökset on edelleen syntetisoitu ja kolmiulotteinen näkemys teknologioiden, tuotteiden ja markkinoiden kehittymiseen on esitetty keskeisenä kontekstina organisaatioille. Väitöstutkimus esittää että tuotekehityksen hankintastrategiat pitäisi analysoida ja päättää perustuen teknologioiden, tuotteiden ja markkinoiden strategiseen positioon elinkaarivaiheissa. Erilaiset tuotekehityksen hankintastrategiat voivat parantaa yritysten kilpailukykyä teknologioihin ja tuotekehitysresursseihin liittyvän kriittisen tiedon tehokkaan johtamisen ansiosta. Väitöskirja on luonteeltaan laadullista tutkimusta hyödyntäen induktiivista päättelylogiikkaa perustuen sekä aiemman kirjallisuuden tarkasteluun, että empiirisesti puolistrukturoituihin haastatteluihin kokeneiden tuotekehityspäälliköiden ja -johtajien kanssa. Tutkimus toteutettiin tarkastelemalla neljään eri teknologiasukupolveen liittyviä tuotekehityksen ja hankintastrategioiden historiatietoa ja aineistoa yhdessä johtavassa korkeanteknologian yrityksessä. Tarkasteltujen teknologiasukupolvien teknologiaevoluutiota on pohdittu ja kerättyä dataa on analysoitu mahdollisten merkittävien yhteyksien tunnistamiseksi ja ymmärtämiseksi suhteessa aikaisempiin tutkimuksiin ja kirjallisuuteen. Suoritettu analyysi sisältää viisi erillistä osajulkaisua ja tässä kokoomaosassa esitetyn synteesin. Tämän tutkimuksen keskeinen tulos on kehitetty tuotekehityksen hankintaviitekehys (PDSF) joka esittää tuotekehityksen hankintastrategioiden muodostamisen ja valitsemisen perustuen teknologioiden, tuotteiden ja markkinoiden kypsyysasteisiin, elinkaarivaiheisiin. Tämä edellyttää eri teknologiaelinkaarivaiheiden erityispiirteiden ymmärtämistä ja tuotekehitysaktiviteettien strategista arviointia. Tutkittuja strategisia tekijöitä voidaan hyödyntää tukemaan tuotekehityksen hankintamallin valitsemista ja päätöksiä. Tutkimuksen keskeiset implikaatiot sisältävät struktuurin luomisen, tuotekehityksen hankintaviitekehyksen (PDSF) muodossa tukemaan tuotekehitysjohtajia heidän päätöksenteossaan liittyen tuotekehityksen hankintastrategioihin. Luotu tuotekehityksen hankintaviitekehys mahdollistaa poikkiorganisaatiollisen tarkastelun tuotekehityksen strategisista hallintamalleista huomioiden teknologioiden, tuotteiden ja markkinasegmenttien elinkaaret ja niiden vaikutukset strategiseen päätöksen tekoon. Lisäksi, tämä tutkimus voi myös osaltaan helpottaa tuottamattomien tuotteiden ja tuotelinjojen lakkauttamiseen liittyvää analyysia ja päätöksentekoa
Deneche, Anas, und Amanda Hed. „Outsourcing av ekonomifunktionen : Strategiska faktorer som motiv till outsourcing“. Thesis, Högskolan i Gävle, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-23817.
Der volle Inhalt der QuelleAim: Prior research has shown that there are economic, sociological and strategic factors that affect the decision of outsourcing in companies. Research has mainly focused on outsourcing in big enterprises, why researchers asks for more studies focusing on small and medium enterprises. Therefore, the aim for this study is to provide understanding of which strategic factors small enterprises sees as motives for outsourcing and what importance the different factors have. Method: The study is based on a social constructive and hermeneutic perspective. Further the study has taken a qualitative research strategy and an abductive research approach. The theoretical framework is built on prior research and the empirical data has been collected by ten semi-structured interviews with respondents from different enterprises. The material has been processed and analyzed to present a contribution. Result & Conclusions: Study results show both similarities and differences with previous research. All strategic factors presented in the theoretical section were confirmed as the motives for outsourcing by the respondents in the empirical part. What distinguishes the empirical data from the existing theory is the rank of the factor that is considered the strongest motive for outsourcing. Suggestions for future research: Given that the respondents' answers clearly were categorized on the basis of the position of the respondents had on businesses, we believe it would have been interesting to examine the different categories separately. Another suggestion for further research is to divide and study the various components of the finance function separately, this because we could discern clear differences between respondents' opinions depending on which part of the finance function outsourced. Contribution of the thesis: The study has provided a theoretical contribution in the sense that the results from the empirical data differs somewhat from earlier research. The study has also led to a practical contribution that suppliers of accounting services could use in daily operations.
Nilsson, Simon, Gustav Andersson und Christian Persson. „Strategiska beslut bakom reshoring : en studie om hur strategi påverkar reshoringbeslut“. Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-85813.
Der volle Inhalt der QuelleTitle: Strategic decisions underlying reshoring- a study about how strategy affects reshoring decisions Authors: Simon Nilsson, Christian Persson and Gustav Andersson Supervisor: Natalia Semenova Examiner: Pia Nylinder Background and problem Swedish companies have moved production to low-wage countries for many years. During the last years it has been common that companies move their production back to Sweden again. Problems can occur abroad and a few examples are quality-issues, lack of control and flexibility which are just some reasons of why companies move back home. At strategic decisions, the companies strategies have to be taken into account, which is a less investigated area within the reshoringsubject. Purpose The purpose of this study is to investigate how does the strategic decisions behind reshoring in Swedish manufacturing companies look like. The thesis is intended, with a deeper understanding, to describe why production moves back, explain the underlying decisions and how the strategic decisions are established in the companies strategies. Method This bachelor thesis emanates from a qualitative approach with a multiple-case study. The data will be collected from semi-structured interviews and also where the companies have been selected by targeted selection. Conclusion The companies strategic decisions are, to a certain extent, similar regarding reshoring although there are some differences. Some aspects according to the companies are more important than others in the move of production to Sweden. The companies strategies are strongly connected with the underlying strategic decisions that are at hand to reshoring.
Derventzas, Konstantinos. „IT-Outsourcing for four organizations“. Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-10030.
Der volle Inhalt der QuelleIntroduction
IT-Outsourcing is a concept that describes the supply of part or all of Information Technology (IT) services by an external supplier company, known as IT-vendor, to a client company. The ‘IS-Improvement’ is one of the three strategic views of IT-Outsourcing for clients and involves advantages like focusing on core business, cost reductions and increase of IT-resources efficiency.
Objectives
The purpose of this project is to discover, describe and analyze the most critical aspects in implementing IT-Outsourcing and the critical aspects of the ‘IS Improvement’ view of IT-Outsourcing for clients, to further let IT-vendors know how they can improve on delivering their services to their customers.
Research Question
“Which are the most critical factors in implementing IT-Outsourcing and which are the critical aspects of the IS-improvement view of IT-Outsourcing for four organizations as clients?”
Method
This project follows an exploratory research method. It is mainly an action research but there is also an element of a realist research. The subject of IT-Outsourcing was chosen because it is part of IT-Management. The analysis is based on primary data collected from four organizations in the European Union (EU) that were chosen because they use IT intensively in their activities. Access to these organizations was because of convenience since it was enabled by personal contacts. Two organizations were in the shipping business, the third organization was an electronic-devices factory, and the fourth was a university. The data collection was based on three face-to-face interviews with the IT-Managers of the organizations, and one response was collected by electronic means since the fourth respondent (also IT-Manager) completed and sent the questionnaire by e-mail. The interviews were based on a semi-structured questionnaire, that in turn was formed based on the content of the critical literature review. The critical literature review was formed from books and articles found at Mälardalens Högskola’s library and databases, and interlibrary loans. The data were inserted in a table for content analysis that helped count the frequencies of the various factors of IT-Outsourcing. The results were drawn based on qualitative analysis and they were tested against dialectical critique.
Conclusions
The most critical factors in implementing IT-outsourcing for these four organizations are: Hardware maintenance is the most critical area to be outsourced. Low costs of services, supplier’s stability and reputation are the most critical factors in selecting an IT-vendor. Supplier’s understanding of client’s objectives is the most critical factor for a successful relationship between clients and IT-vendors. Precise definition of costs is the most critical factor to be included in an IT-Outsourcing contract, and selective/partial IT-Outsourcing is the IT-sourcing solution preferred by these organizations. The ‘IS-Improvement’ view of IT-Outsourcing for these four organizations is not valid, but the respondents’ words indicate ways that IT-Outsourcing can be improved to achieve increased IT-resources efficiency.
Barta, Yvonne. „Outsourcing-Strategien im Facility-Management Grundlagen der Anlagenintelligenz“. Saarbrücken VDM, Müller, 2005. http://deposit.d-nb.de/cgi-bin/dokserv?id=2877157&prov=M&dok_var=1&dok_ext=htm.
Der volle Inhalt der QuelleKallin, Erica, und Camilla Ågren. „Kan själv, eller? : En studie om företags outsourcing av dess ekonomiavdelning“. Thesis, Umeå University, Umeå School of Business, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-1147.
Der volle Inhalt der QuelleI den hårdnande konkurrensen på dagens marknad beslutar stor del av dagens företag att koncentrera sig på sin kärnverksamhet. För att kunna göra detta gör företagen ett övervägande om att producera själv eller att leja någon annan att utföra samma aktivitet. Bland många företag är anledningen till outsourcing en önskan om att uppnå minskade kostnader och en produktivitetsökning. Fördelarna kan även ses ur ett strategiskt perspektiv, då ny kunskap förs in i företaget, vilket kan underlätta genomförandet av förändringar. Genom att lägga ut redovisningsfunktionen kan företaget koncentrera sig på sin kärnverksamhet. Detta är bakgrunden till den problemformulering som utgåtts ifrån: I vilken utsträckning tillämpas outsourcing av redovisningsfunktionen bland företagen i Örnsköldsviks kommun?
Syftet med vår uppsats är att undersöka om det finns ett samband mellan hur många anställdaett företag har och hur vanligt förekommande outsourcing av redovisningsfunktionen är.
Denna uppsats är utförd med ett positivistiskt synsätt och deduktivt angreppssätt. Detta har resulterat i en enkätundersökning där ett antal företag har undersökts. För att utföra denna undersökning har teorier som behandlar outsourcing legat till grund, vilka innefattar; kärnkompetens, strategier, inköpsroller och Business Process Outsourcing, BPO. Utifrån den insamlade empirin har en analys utförts, vilken har lett till en slutsats på det uppställda problemet. Denna slutsats resulterade i att det inte är så vanligt förekommande med outsourcing av redovisningsfunktionen och att företag med mindre än tolv anställda väljer att outsourca sin redovisningsfunktion.
Hollekamp, Marco. „Strategisches Outsourcing von Geschäftsprozessen eine empirische Analyse der Wirkungszusammenhänge und der Erfolgswirkungen von Outsourcingprojekten am Beispiel von Grossunternehmen in Deutschland“. München Mering Hampp, 2005. http://deposit.ddb.de/cgi-bin/dokserv?id=2641819&prov=M&dok_var=1&dok_ext=htm.
Der volle Inhalt der QuelleBraun, Irene. „Outsourcing von Personalfunktionen eine Strategie zur Erhöhung der Dienstleistungsqualität?“ München Mering Hampp, 2009. http://d-nb.info/993178472/04.
Der volle Inhalt der QuelleChandra, Maneesh. „Strategic outsourcing of services : a decision and procedural framework /“. Digital version accessible at:, 1999. http://wwwlib.umi.com/cr/utexas/main.
Der volle Inhalt der QuelleSousa, Bruno Ricardo Alves. „Criação de uma unidade de Competitive Intelligence“. Master's thesis, Instituto Superior de Ciências Sociais e Políticas, 2016. http://hdl.handle.net/10400.5/12802.
Der volle Inhalt der QuelleO objetivo deste trabalho assenta na criação de uma unidade de competitive intelligence na empresa Medipeople. A Medipeople é uma empresa de prestação de serviços médicos portuguesa cuja principal função passa pela gestão de escalas hospitalares e unidades de cuidados de saúde primários. A competitive intelligence é a vertente empresarial das informações estratégicas que tem por base o know-how dos serviços de informações dos estados – apesar das diferenças existenciais no que toca à recolha de informação e aos príncipios éticos que regulam o setor - e que servem de apoio à tomada de decisão. O mercado contempla uma faturação anual de cerca de 40 Milhões de Euros e a Medipeople é uma entre 5 grandes empresas que atuam no mercado. A criação desta unidade tem como principal objetivo o aumento da competitividade e capacidade de resposta da empresa no seu setor de atividade. A justificação da criação da unidade surge na sequência da elaboração de um estudo de mercado que identificou as forças e fraquezas, ameaças e oportunidades, para além de caracterizar todos os seus intervenientes. Foi desenhado um plano para a criação da unidade, que corresponde a tópicos identificados por autores conceituados desta área e existiu uma focalização na identificação de um plano de intelligence pelo qual a unidade se deverá reger, considerando a importância de oferecer alguma autonomia aos seus colaboradores. Para se efetuar o estudo do mercado, a caracterização de todos os intervenientes e o respetivo plano de intelligence, recorreu-se à experiência profissional do autor e a médicos, colegas de profissão e membros das entidades contratantes. Este trabalho de projeto contempla uma solução estratégica elaborada à medida das necessidades da empresa, cujos principais objetivos passam por garantir bases sólidas para o seu desenvolvimento.
The main goal of this essay relies on the creation of a competitive intelligence department within Medipeople’s structure. Medipeople is a Portuguese outsourcing healthcare human resources company whose primary activity is to supply hospital and healthcare centers with qualified physicians. Competitive intelligence is a corporate tool for strategic information that relies on open source information provided by the state – despite the fundamental difficulties inherent to the task of collecting public information, allied with the ethical principal that regulate the system – to provide target data to the management department of the company. Overall, the market is evaluated in 40 million Euros in billing per year, and Medipeople is one of the top 5 competitors. The main goal of this business unit is to increase the company competiveness and responsiveness to the market. The origin of this business unit took place after a market study that has identified the weaknesses, strong points, threats and opportunities of the business, and all the different characteristics of the competitors. Moreover, a business plan was made prior to the creation of this business unit. Aligned with the practices supported by famous authors and scholars, the purpose of the business plan is to provide important data to help create an intelligence plan that must guide line the unit corporate behavior, being very important to provide it’s consultants a certain level of autonomy. To elaborate the market study, its player’s characterization and the inherent intelligence plan, it was taken in consideration the know-how of its author and the opinion of physicians, work colleagues and clients. This business plan contemplates a strategic solution to the company’s commercial performance and target goals, provided with a strong base of best practices.
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Bolehradská, Dunja. „Informační strategie firmy“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223525.
Der volle Inhalt der QuelleChmelka, Miroslav. „Informační strategie firmy“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-223821.
Der volle Inhalt der QuelleDiana, Mark L. „Information Technology Outsourcing in U.S. Hospital Systems“. VCU Scholars Compass, 2006. https://scholarscompass.vcu.edu/etd/1093.
Der volle Inhalt der QuelleFernandes, Elsa da Glória Bernardo. „Outsourcing Delivery Centers : a decision making model“. Master's thesis, Instituto Superior de Economia e Gestão, 2012. http://hdl.handle.net/10400.5/10863.
Der volle Inhalt der QuelleEste estudo examina os motivos que levam fornecedores de outsourcing a mudar o modo como executam este negócio com a introdução de Delivery Center's (DC's), os desafios e os riscos que enfrentam e o impacto dessa mudança. Este estudo baseia-se num caso transversal exploratório. Os dados foram recolhidos através de entrevistas e questionários. Os resultados obtidos mostram a existência de uma relação entre os objectivos e expectativas do negócio de outsourcing e da introdução dos DC's e que a redução de custos é o factor principal. A introdução de DC's no negócio de outsourcing afecta negativamente as equipas locais, bem como a qualidade de serviço.
The current study examines the reasons that motivate suppliers to change the way they are outsourcing business with the introduction of Delivery Centers (DC's), the challenges and the risks they face, and the impact of such change. This study used a cross-sectional and exploratory case. The data were collected using key informant interviews and questionnaires. The study results indicate that a relation exists between outsourcing and DC?s objectives and that cost savings is the key factor. The introduction of DC?s on the outsourcing business affected negatively the local people and also the service quality.
Gustavsson, Mikael, und Oscar Lundström. „Strategier vid rekrytering av nyckelroller inom små- och medelstora företag“. Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-17186.
Der volle Inhalt der QuelleBackground: Small and medium-sized enterprises (SME) are today the engine of the European economy and today account for 9 out of 10 companies. SMEs are dependent on their key roles being held by competent staff so that the company can continue to develop. In order to succeed in recruiting people with the required skills, it is required that the company uses different strategies. An interaction between HR and marketing can lead to the implementation of successful strategies for hiring a key role for SMEs. Purpose: The purpose of the work is to investigate how small and medium sized companies proceed when recruiting key roles and whether they use some of the previously mentioned strategies. The result of the work will be interesting for small and medium-sized companies as they can use the results as guidelines during a recruitment process of a key role. Method: The authors of the study have chosen to start from a deductive method. The empirical study was carried out in the form of a qualitative study in which the authors of the study interviewed six companies. Result/Conclusion: The authors of the study found that there were really two main strategies for recruiting key roles of the interviewed companies. Outsourcing was one while the other strategy was quite fuzzy. Everyone picked parts from the market mix, mainly when it came to advertising, but the approach seemed to have more to do with the individual who had the role of responsible for recruitment. Some tried only by advertising via social media and industry magazines, etc. while others had their own social contact networks which they headhunted within. The authors of the study conclude that when it comes to small and medium-sized companies, the HR department is usually not so extensive and new recruits for key roles are less frequent.
Laš, Jan. „Informační strategie a její integrace s podnikovou strategií a sourcing strategií“. Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-12436.
Der volle Inhalt der QuelleŠebesta, Michal. „Management of IS/ICT with focus on ICT services outsourcing“. Doctoral thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-261945.
Der volle Inhalt der QuelleYarlikas, Serdar. „Strategic And Financial Motivation And Information Systems Outsourcing Success“. Master's thesis, METU, 2007. http://etd.lib.metu.edu.tr/upload/12608667/index.pdf.
Der volle Inhalt der Quelleand vendors'
points of view. The investigation is realized in three steps: First, general questions were posed in order to gather the characteristics of organizations, then, questionnaires were conducted, and finally, financial data documents were prepared according to the type of the organization. The results show that the number of relations between strategic drivers and information systems outsourcing success measures are more than the number of relations between financial drivers and information systems outsourcing success measures. Besides, strategic drivers influence each of the information system outsourcing success measures, whereas financial drivers affect only two of them.
Alaeddin, Faten, Frida Lindblad und Johanna Samuelsson. „Business Process Outsourcing : Vilka faktorer är avgörande vid ett beslut?“ Thesis, University of Kalmar, Baltic Business School, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-1902.
Der volle Inhalt der QuelleOutsourcing, förflyttning av funktioner till extern part som tidigare funnits i företaget, är ett fenomen som under de två senaste årtiondena har vuxit starkt i världen. Outsourcing har möjliggjort för företag att fokusera på sin kärnverksamhet och därmed erhålla konkurrensfördelar. Business Process Outsourcing är en kategori inom detta område, som innebär att företaget outsourcar hela eller delar av sin ekonomifunktion. Användandet av Business Process Outsourcing har ökat bland de svenska företagen under de senaste åren. Det finns mångtydiga förklaringar till denna framväxt, där en förklaring är att det är en trend. En annan förklarig är att lågkonjunkturen tvingar företag att hitta nya sätt att kostnadsbespara. Det har dock visats att alla initiativ till outsourcing inte blir lyckade, utan att en del företag upplever att de inte uppnått de förväntade fördelarna med outsourcingen. Vi bedömer att det finns ett behov av att kartlägga de för- och nackdelar som finns med Business Process Outsourcing för att hjälpa företag i deras beslutsprocess vid övervägande om att använda Business Process Outsourcing.
Syftet med denna uppsats är att ur fyra olika perspektiv; företag som erbjuder Business Process Outsourcing, företag som använder Business Process Outsourcing, företag som beslutat att inte använda Business Process Outsourcing och företag som använder intern outsourcing, studera och analysera de överväganden som är aktuella i samband med Business Process Outsourcing. Syftet är även att ge vägledning och rekommendationer att beakta vid beslut om Business Process Outsourcing samt skapa en bättre förståelse för ämnet.
Vi har valt att avgränsa vår uppsats till stora svenska företag. Vi har även valt att definiera Business Process Outsourcing som outsourcing av de funktioner som återfinns hos ett företags ekonomiavdelning, som exempelvis lönehantering, fakturering, reskontrabevakning, bokföring men även bokslut, deklaration samt hantering av skatter.