Journal articles: 'Outsourcing strategies'

1

Ravi, Siva Prasad, Ravi Kumar Jain, and Wei Song. "IT Outsourcing Strategies." International Journal of Asian Business and Information Management 2, no. 3 (July 2011): 27–39. http://dx.doi.org/10.4018/ijabim.2011070103.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Several studies pertaining to outsourcing in the banking and financial services sector in developed countries show a gradually growing trend of outsourcing among banking and financial organizations, both in terms of nature and scope of activities outsourced. Outsourcing of Information Technology (IT) services to achieve competitive advantage has become a key part of the organizational strategies in the banking industry. However, not many studies focus on outsourcing trends and practices of banking industries in developing countries like India and China. The present paper investigates the trends in IT outsourcing (ITO) practices among the private and public sector banking institutions in India and makes a comparative analysis of these practices with reference to four importantt dimensions of outsourcing, shoring, sourcing, engagement and duration.

2

Spooner, Neil, Stephanie Cape, and Scott Summerfield. "Outsourcing strategies in bioanalysis." Bioanalysis 9, no. 15 (August 2017): 1125–26. http://dx.doi.org/10.4155/bio-2017-4986.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Gray, Paul. "OUTSOURCING AND OTHER STRATEGIES." Information Systems Management 11, no. 4 (January 1994): 72–75. http://dx.doi.org/10.1080/07399019408964676.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Moneta, Larry, and William L. Dillon. "Strategies for Effective Outsourcing." New Directions for Student Services 2001, no. 96 (2001): 31–49. http://dx.doi.org/10.1002/ss.29.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

Chinogwеnya, Kudzanai, and Reward Utete. "Outsourcing for emergency relief: Unravelling key strategies." International Journal of Research in Business and Social Science (2147- 4478) 12, no. 8 (December 11, 2023): 48–60. http://dx.doi.org/10.20525/ijrbs.v12i8.2913.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Modern relief organisations are overwhelmed with complex emergency response operations. Man-made and natural disasters are affecting millions of people, infrastructure and land. In developing countries, many emergency relief programs fail due to ineffective outsourcing management of emergency response services. This has been worsened by failure to understand the concept of outsourcing and measures to improve it. Little is known about the key strategies of outsourcing and their impact on emergency relief performance. Thus, the study sought to establish key strategies of outsourcing and their impact on performance of emergency relief programme. The study employed a descriptive research design tapping into quantitative research approach. To collect data from respondents, the closed-ended questionnaires were used. Descriptive and inferential statistics were used in analysing the quantitative data. The study found that adopting strategies to enhance outsourcing improved the organisation’s efficiency and effectiveness in performing emergency relief services. The study revealed that investing in information technology and software systems; and adopting supply chain modelling, algorithms and programming are impetus strategies that can be implemented by a leading non-governmental organisation to enhance outsourcing. Thus, there is significant relationship between exercise of sustainable strategies that enhances outsourcing and performance improvement of emergency relief services. The management of the organisation should adopt information technology, artificial intelligence and data analytics when outsourcing services within the organisation. The study focused on a leading non-governmental organisation in Zimbabwe neglecting other emergency relief organizations and thus making it difficult to make inferences to other players. Therefore, th? researcher recommends that further studies should consider taking all humanitarian organisations to have a comprehensive understanding on the issue under study.

6

Leavy, Brian. "Outsourcing strategies: opportunities and risks." Strategy & Leadership 32, no. 6 (December 2004): 20–25. http://dx.doi.org/10.1108/10878570410568875.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Lashgari, Shima, and Jurgita Antuchevičienė. "USING QSPM AND WASPAS METHODS FOR DETERMINING OUTSOURCING STRATEGIES." Journal of Business Economics and Management 15, no. 4 (April 29, 2014): 729–43. http://dx.doi.org/10.3846/16111699.2014.908789.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

The aim of the current study is to select the best strategies for outsourcing development, applying decision-making tools that enable to make reasoned decision. To evaluate outsourcing strategies, a new model of Comprehensive Framework for Strategy Formulation and Selection is presented. Development of outsourcing of healthcare services in Tehran is analysed in the paper. Strengths, Weaknesses, Opportunities, and Threats analysis is used to evaluate the internal and external factors affecting the outsourcing of healthcare services in health deputy of the Tehran University of Medical Sciences in different aspects and to develop several possible outsourcing strategies. Quantitative Strategic Planning Matrix is applied for quantitative evaluation of strategies. It is proposed to validate the approach by applying Multiple Criteria Decision Making methods. Robust and accurate Weighted Aggregated Sum Product Assessment method is selected and applied for quantitative evaluation of strategies. Based on the consistency of the results of the both approaches, the five best strategies to develop healthcare services outsourcing are offered.

8

Paek, Byungjoo, Joohyun Kim, Joonyoung Park, and Heesang Lee. "Outsourcing Strategies of Established Firms and Sustainable Competitiveness: Medical Device Firms." Sustainability 11, no. 17 (August 22, 2019): 4550. http://dx.doi.org/10.3390/su11174550.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Successful outsourcing strategy is a key enabler of sustainable competitiveness of established firms engaged in technology-intensive business. This study proposes a research framework of a successful outsourcing process composed of resources, dynamic capabilities and created values, from a review of relevant literature and in-depth case study of four leading medical device firms. The research results specify four outsourcing types according to the characteristics of outsourced resources, and their alignment with resources owned by the outsourcer. Each type of outsourcing is positively affected by the outsourcer’s dynamic capabilities, namely sensing, integrating capability, absorptive capability and technology transfer capability. In addition, the significance of the outsourcee’s size according to each outsourcing type is also found. As a result of successful outsourcing experience, the outsourcer can reap the benefits of enhanced dynamic capabilities, i.e., market-oriented innovation, strategic flexibility, agility and increased efficiency, thereby creating a virtuous cycle of sustainable competitiveness in a volatile environment.

9

Juntunen, Jouni, Mari Juntunen, Vesa Autere, and Pekka Kess. "Outsourcing strategies in the security sector." International Journal of Logistics Economics and Globalisation 6, no. 4 (2017): 297. http://dx.doi.org/10.1504/ijleg.2017.088041.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Fontana, Marcele Elisa, João Paulo Santos Aragão, and Danielle Costa Morais. "Decision support system for outsourcing strategies." Production Engineering 13, no. 5 (June 1, 2019): 547–55. http://dx.doi.org/10.1007/s11740-019-00907-1.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Ahmed, Rana Ejaz. "Software maintenance outsourcing: Issues and strategies." Computers & Electrical Engineering 32, no. 6 (November 2006): 449–53. http://dx.doi.org/10.1016/j.compeleceng.2006.01.023.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

Hu, Gary. "Strategies for Outsourcing Peptide Contract Manufacturing." BioProcessing Journal 10, no. 2 (December 20, 2011): 14–16. http://dx.doi.org/10.12665/j102.hu.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Whitfield, Milton. "Strategies: Outsourcing by energy equipment manufacturers." Natural Gas & Electricity 29, no. 3 (September 17, 2012): 22–26. http://dx.doi.org/10.1002/gas.21639.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

He, Yanbing, and Dr Razif Bin Rosli. "Research on Tax Planning Strategies for Chinese Service Outsourcing Enterprises." Advances in Economics, Management and Political Sciences 93, no. 1 (June 21, 2024): 191–96. http://dx.doi.org/10.54254/2754-1169/93/20241087.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Amid escalating trade disputes, increasing trade barriers, and instability in financial markets, the Chinese economy faces numerous challenges and uncertainties. In such a complex economic environment, the service outsourcing industry encounters various urgent development and operational issues. This paper aims to deeply study the unique characteristics of the service outsourcing industry, its development status in China, and a series of supportive measures and tax incentives implemented by the government in this field. By combining the practical challenges and development issues faced by the industry with the research on tax planning by domestic and foreign scholars, this paper particularly focuses on the feasibility analysis of tax planning in the service outsourcing industry. This exploration aims to provide theoretical support and practical guidance for enhancing the international competitiveness of the service outsourcing industry, thereby contributing positively to the high-quality development of enterprises, promoting corporate innovation, and supporting the national strategy of science and technology.

15

Nordigården, Daniel, Jakob Rehme, Staffan Brege, Daniel Chicksand, and Helen Walker. "Outsourcing decisions – the case of parallel production." International Journal of Operations & Production Management 34, no. 8 (July 29, 2014): 974–1002. http://dx.doi.org/10.1108/ijopm-06-2012-0230.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose – The purpose of this paper is to investigate an underexplored aspect of outsourcing involving a mixed strategy in which parallel production is continued in-house at the same time as outsourcing occurs. Design/methodology/approach – The study applied a multiple case study approach and drew on qualitative data collected through in-depth interviews with wood product manufacturing companies. Findings – The paper posits that there should be a variety of mixed strategies between the two governance forms of “make” or “buy.” In order to address how companies should consider the extent to which they outsource, the analysis was structured around two ends of a continuum: in-house dominance or outsourcing dominance. With an in-house-dominant strategy, outsourcing complements an organization's own production to optimize capacity utilization and outsource less cost-efficient production, or is used as a tool to learn how to outsource. With an outsourcing-dominant strategy, in-house production helps maintain complementary competencies and avoids lock-in risk. Research limitations/implications – This paper takes initial steps toward an exploration of different mixed strategies. Additional research is required to understand the costs of different mixed strategies compared with insourcing and outsourcing, and to study parallel production from a supplier viewpoint. Practical implications – This paper suggests that managers should think twice before rushing to a “me too” outsourcing strategy in which in-house capacities are completely closed. It is important to take a dynamic view of outsourcing that maintains a mixed strategy as an option, particularly in situations that involve an underdeveloped supplier market and/or as a way to develop resources over the long term. Originality/value – The concept of combining both “make” and “buy” is not new. However, little if any research has focussed explicitly on exploring the variety of different types of mixed strategies that exist on the continuum between insourcing and outsourcing.

16

Lok, Ka Leung, Andrew Smith, Alex Opoku, and Charles Chen. "The Challenges of Sustainable Development on Facilities Management Outsourcing Services: An Investigation in Educational Facilities." Sustainability 13, no. 15 (July 21, 2021): 8156. http://dx.doi.org/10.3390/su13158156.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

(1) Background: Generally, firms are reluctant to report outsourcing failures, no matter what industry they operate within. To eliminate poor performance of outsourced service providers, it is necessary to establish a specific outsourcing relationship model for facilities management (FM). The purpose of this paper is to study the concept of outsourcing relationships in relation to FM and to investigate the design of the critical success factors on sustainable outsourcing strategies through a discussion of four dimensions (ownership of FM assets, control of FM assets, competitive position and long-term plan). (2) Methods: Based on two questionnaire surveys, data were collected from 38 clients and 34 service providers. The study evaluated the FM outsourcing strategies from critical success factors in educational facilities in Hong Kong. (3) Results: This study explains the impact of FM outsourcing strategies on Hong Kong’s four commonly outsourced FM contracts including building maintenance, security, cleaning and catering from the clients’ and service providers’ point of view. (4) Conclusions: This is the outsourcing way forward in order to create a better working environment conducive for all the parties that would result in better sustainability of FM’s future and thus impact the economic objectives of sustainable development, in parallel with adding social and environmental value.

17

NSOWAH, Johnson, and Maxwell Agabu PHIRI. "Effect of Outsourcing Strategies on the Operational Performance of Small and Medium Scale Enterprises in Ghana." International Journal of Environmental, Sustainability, and Social Science 4, no. 3 (June 4, 2023): 907–13. http://dx.doi.org/10.38142/ijesss.v4i3.439.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

The study examined the effect of outsourcing on the operational performance of small and medium enterprises (SMEs). Using questionnaires, a descriptive research design was employed with a sample size of 68 SMEs in Sunyani Municipality. The data analysis was based on a mean score and standard deviation using SPSS. The nature of outsourcing recorded in the study was the SMEs outsourcing some of their activities (mean score = 4.47, SD = 0.47), the practice affecting all areas of their operations (mean score = 4.24, SD = 0.47), and specifically internal operations (mean score = 4.17, SD = 0.55). The reasons SMEs in Sunyani practice outsourcing are to free up the company's resources to focus on its core competencies (mean score = 4.41, SD = 0.37), improve its competitive position (mean score = 4.26, SD = 0.41), avoid labour issues (mean score = 4.11, SD = 0.43), reduce cost (mean score = 3.82, SD = 0.52), reduce the risk associated with in-house production (mean score = 3.80, SD = 0.54), and increase efficiency (mean score = 3.75, SD = 0.60). The effects of outsourcing on operations and service delivery are reduced through superior provider performance, and the provider's lower cost structure (mean score = 4.21, SD = 0.43) and existing skills are commercially exploited (mean score = 4.18, SD = 0.47). Therefore, SMEs in Sunyani are encouraged to continue with their outsourcing practices. However, further study is recommended on the factors and challenges affecting outsourcing among Ghanaian companies.

18

Ribeiro, Vanessa. "Procurement Outsourcing Strategies and Organizational Agility: A Comparative Analysis of Pharmaceutical Companies in Brazil." Global Journal of Purchasing and Procurement Management 3, no. 1 (April 5, 2024): 28–41. http://dx.doi.org/10.47604/gjppm.2468.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose: The aim of the study was to analyze the procurement outsourcing strategies and organizational agility: a comparative analysis of pharmaceutical companies in Brazil. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: The study on procurement outsourcing and organizational agility in Brazilian pharmaceutical firms found that comprehensive outsourcing boosted agility through external expertise, streamlining processes and improving cost-effectiveness. In contrast, reliance on in-house procurement posed challenges to adaptability and competitiveness. Strategic procurement outsourcing emerged as vital for enhancing organizational agility in Brazil's pharmaceutical industry. Unique Contribution to Theory, Practice and Policy: Resource-Based View (RBV), transaction cost economics (TCE) & dynamic capability theory may be used to anchor future studies on analyze procurement outsourcing strategies and organizational agility: a comparative analysis of pharmaceutical companies in Brazil. Pharmaceutical companies in Brazil should develop customized procurement strategies that align with their unique internal resources, capabilities, and strategic objectives. Policymakers should encourage collaboration between pharmaceutical companies and outsourcing partners by providing regulatory support and incentives.

19

Saha, Dibyajyoti. "Information Technology: Outsourcing Strategies in Drug Discovery." Advances in Pharmacology and Pharmacy 1, no. 1 (August 2013): 26–28. http://dx.doi.org/10.13189/app.2013.010105.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Ghamat, Salar, Hubert Pun, and Xinghao Yan. "Optimal Outsourcing Strategies When Capacity Is Limited." Decision Sciences 49, no. 5 (November 28, 2017): 958–91. http://dx.doi.org/10.1111/deci.12298.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

Jeong, BumSung, JungTaek Shim, and SangShik Lee. "The effects of outsourcing strategies and outsourcing partner selection factors on the success of outsourcing and BSC performance." Journal of the Korea Industrial Information Systems Research 18, no. 6 (December 31, 2013): 113–25. http://dx.doi.org/10.9723/jksiis.2013.18.6.113.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

Sardar, Shaheen, and Muhammad Mohsin. "An Application of Goal Programming Variants to Evaluate Outsourcing Strategies in the Clothing Industry." Advanced Science, Engineering and Medicine 12, no. 2 (February 1, 2020): 242–53. http://dx.doi.org/10.1166/asem.2020.2493.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

International outsourcing has provided the immense cost savings to the clothing companies. Today, the companies are reconsidering the reshoring and relocation due to the factors such as increasing cost, lead time uncertainty, and demand nature. In such situations, the domestic destinations provide capacity flexibility. Choice of the compatible strategy for a given situation prevents the associated loss in the business. This paper evaluates the outsourcing and reshoring phenomenon based on realistic outsourcing objectives in the textile supply chain. This paper develops a goal programming model to analyze the outsourcing strategies for cost and capacity flexibility. Minimization of the capacity inflexibility was considered as the capacity flexibility. Cost and capacity inflexibility were used as two objective functions. The optimization model was solved using the three important variants of goal programming. Comparison of results from three different techniques provides several insights for precise outsourcing decision making. For instance, the companies can choose a compatible strategy to maintain the cost and capacity flexibility at an acceptable level. Instead of only the cost saving, the reshoring decision making should be based on all the real criteria. The key focus of this paper is the clothing industry. The results may be different for other manufacturing sectors. Due to the increased globalization, the textile companies have been facing various challenges such as outsourcing destination selection for maximum profit and the reshoring debates. To address such challenges, this study provides various insights to the textile industry based on realistic objectives of outsourcing (i.e., cost and capacity flexibility). It is difficult to quantify the flexibility. This paper develops new ideas to quantify the capacity flexibility. The application of three different variants of goal programming provides the alternative solutions.

23

Ndubisi, Nelson Oly, and Setiadi Umar. "Outsourcing: reap the fruit; contain the “bad apple”." Journal of Business Strategy 39, no. 5 (September 17, 2018): 50–55. http://dx.doi.org/10.1108/jbs-03-2018-0048.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The purpose of this study is to show how outsourcing partners can maximise the benefits of outsourcing while containing the negative effect of destructive conflict (the “bad apple”) on trust and commitment. Design/methodology/approach The study reviewed existing literature on the benefits and limitations of outsourcing from the principal’s (outsourcer) and the agent’s (service provider) perspectives. The study further draws on empirical evidence from studies conducted across ten industries in three countries within the Asia–Pacific Rim and the Middle-East, namely, Australia, Malaysia and Saudi Arabia. Findings Long-term orientation and ethical norms are robust ex-ante (i.e. before the destructive conflict) handling strategies, whereas integrative conflict handling style and (to a lesser degree) accommodating and compromising conflict handling styles are effective ex-post (i.e. after the destructive conflict) handling strategies. Forcing and avoidance conflict handling styles can escalate destructive conflict and should be completely avoided by outsourcing partners at all times. Practical implications The benefits of outsourcing outweigh its challenges. Trust and commitment are positively affected by ex-ante and ex-post (destructive conflict) strategies. Destructive conflicts (or the bad apple effect) can be contained through these strategies. Firms should leverage the upsides of outsourcing relationships and contain the downsides by integrating long-term orientation and ethical norms that can help to pre-empt and forestall destructive conflict. They should adopt an integrative conflict handling strategy in the event of a manifest conflict. Other strategies that can be applied to manifest conflict (albeit more sparingly) are accommodating and compromising strategies. Each has the potential to increase trust and commitment in the relationship. Originality/value The authors unveil before and after (the destructive conflict) handling strategies that do not depend on contextual factors or industry/sectoral differences.

24

Nkasirim, Okwurume Clarance, and B. Chima Onuoha. "Outsourcing Strategies and Organizational Effectiveness of Oil Companies in Rivers State." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 4, no. 5 (2018): 14–22. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.45.1002.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Wang, Xia, and Shi Lei Sun. "Dynamic Analysis of IT Services Outsourcing Based on Resource Dependence Theory." Advanced Materials Research 129-131 (August 2010): 1273–78. http://dx.doi.org/10.4028/www.scientific.net/amr.129-131.1273.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

.IT services outsourcing motives aroused the concern of many scholars at home and abroad, the paper-driven and theory-driven decision-making both summed up the IT services outsourcing motives. By comparing a variety of IT service outsourcing motivation theory, this paper argues the perspective of resource-based IT services outsourcing motives greater rationality. On this basis, it puts forward the enterprise of resources and flexible resources of rigid concepts. Alternative resource dependence theory, two kinds of resources, service outsourcing are discussed motivation. Finally, the outsourcing of IT services at different stages of life cycle development strategies.

26

Jiang, Hua, and Shuang Lin Zhao. "Assessment on Logistics Outsourcing Risk Based on Rough Set Theory and Unascertained Measure Model." Key Engineering Materials 439-440 (June 2010): 51–58. http://dx.doi.org/10.4028/www.scientific.net/kem.439-440.51.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

In recent years, logistics outsourcing has gained increasing importance and today is used by a large number of firms across virtually all industries worldwide. However, while logistics outsourcing brings enterprises economic benefits, it also brings in a lot of potential risks. It has an utmost significance to strengthen the identification and assessment of logistics outsourcing risks. The paper applies unascertained measure model to analyze and assess logistics outsourcing risks, which provides a new way to assess the risks of logistics outsourcing and is helpful for enterprises’ decision-making. Lastly, according to analysis results, the paper proposed aversion strategies for logistics outsourcing risks.

27

Liang, Bo, Hai Feng Liu, Gui Ning Geng, and Guang Yang. "The Study of Risk Management of Government IT Service Outsourcing." Advanced Materials Research 989-994 (July 2014): 5112–15. http://dx.doi.org/10.4028/www.scientific.net/amr.989-994.5112.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

There are potential risks and uncertainties in each phase of IT service outsourcing, which will pose a huge threat on governmental and national security. In order to benefit the outsourcing of government IT service, this paper will study the security and risk management strategies for government IT service outsourcing.

28

Olstad, Bjørn Harald, Pernille Ravn Berg, and Per-Ludvik Kjendlie. "Outsourcing Swimming Education—Experiences and Challenges." International Journal of Environmental Research and Public Health 18, no. 1 (December 22, 2020): 6. http://dx.doi.org/10.3390/ijerph18010006.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

In Norway, swimming and lifesaving education (swimming education) is an obligatory part of physical education, with explicit learning aims after grade four. After recent reports of Norwegian pupils achieving low scores in swimming abilities, the Government has outlined strategies for improving swimming education. There is a notable trend toward using external providers in delivering swimming education. This article examines the outsourcing of swimming education in Norwegian primary schools. Eighteen semi-structured interviews were conducted with school leaders, physical education teachers and swimming instructors involved in outsourcing arrangements. The outsourcing was organized through private providers, municipalities, or local swimming clubs. Data were analyzed thematically and separated into highlighted areas of outsourcing practices. The results showed that outsourcing may be a solution for schools that lack staff with swimming experience and knowledge. It also indicates that teacher courses, professional development through collaboration, and strategies for measuring quality would improve swimming education.

29

Bolumole, Yemisi A. "The Supply Chain Role of Third‐Party Logistics Providers." International Journal of Logistics Management 12, no. 2 (July 1, 2001): 87–102. http://dx.doi.org/10.1108/09574090110806316.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Outsourcing, the strategy in which organizations employ the services of external providers, has attracted growing interest. Academic and industrial attention has also focused on the role of seamless supply chain processes in achieving and sustaining competitive advantage. This research is based on petrol retailers in the UK that have adopted logistics outsourcing strategies for implementing supply chain solutions to their convenience‐goods operations. Its aim is to identify the factors, which influence outsourcing decisions and the nature and supply chain implications of outsourcing strategies. Research findings indicate that the capability of service providers to facilitate supply chain solutions is largely influenced by four main factors, which in turn substantially determine their role in the supply chain: the strategic orientation of the outsourcing organization; its perception of service providers' role within the logistics strategy; the nature of the resultant client‐provider relationship; and, the extent to which the logistics process is outsourced.

30

Lok, Ka Leung, and David Baldry. "Demand and supply of FM outsourcing services." Journal of Facilities Management 14, no. 3 (July 4, 2016): 221–48. http://dx.doi.org/10.1108/jfm-07-2015-0024.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The purpose of this paper is to address the structure of the category on client-provider outsourcing relationship in relation to facilities management (FM). The paper aims to rank different outsourcing relationship types according to importance with respect to the four critical FM drivers including co-ordination, quality, competence and adequacy. Design/methodology/approach The survey design and measures operationalising the constructs allow the use of the analytic hierarchy process (AHP), a technique that tests FM outsourcing in a contingent approach such as a decision processing model. In the questionnaire surveys, a series of structured questions is designed. FM experts used the AHP methodology to analyse the FM outsourcing relationship types. Findings The model of the FM outsourcing strategies presented in the paper shows four main FM drivers at FM practice through the priority ratios of outsourcing relationship dimensions for different FM outsourcing contracts as derived by the AHP discussed by clients’ and service providers’ points of views. The result of a survey from the Hong Kong’s higher education industry reveals that the FM service providers can understand the needs of the clients in FM outsourcing contracts, including building maintenance, cleaning and catering. Hence, the service providers’ expected outsourcing performance will be good in these contracts. However, FM service providers do not understand the needs of FM clients in the FM outsourcing security contracts. Thus, the service providers’ expected outsourcing performance in such contracts will be poor. To improve the outsourcing relationships between the FM stakeholders, service providers must understand their clients’ needs to develop appropriate outsourcing strategies. Originality/value Understanding on the demand and supply of FM outsourcing services is now crucial for effective FM on outsourcing relationships between clients and service providers in higher education sector. The examination of current and prediction of future outsourcing relationships between the stakeholders to match the FM services significantly influence FM outsourcing success. This paper provides an intriguing insight into how the demand and supply of FM services can be successfully and strategically implemented into the FM outsourcing relationship in Hong Kong’s universities and tertiary institutions.

31

Dollado, Rodolfo, Jr. "Management Strategies and Practices of In-House Development and Outsourcing of Information Systems in Higher Education Institutions - A Case in Samar, Philippines." American Journal of Agricultural Science, Engineering, and Technology 6, no. 1 (April 25, 2022): 34–41. http://dx.doi.org/10.54536/ajaset.v6i1.199.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

This study aimed to describe the management strategies and practices utilized by the Higher Education Institutions (HEIs) on the island of Samar in the acquisition of information systems using in-house development and outsourcing acquisition methods. It made use of a descriptive method of research. The questionnaire and interview were employed as tools in data gathering. The key findings revealed that most of the HEIs implemented their information systems through outsourcing, had few years of system implementation, had an average budget allocation, had on-going technical support, and had an existing management structure of the information systems. The management strategies utilized by HEIs were highly implemented, while the practices were often practiced to both in-house development and outsourcing methods. In general, the level of management strategies and practices observed in the acquisition of information systems in higher education institutions was similar regardless of the choice of acquisition method – either in-house development or outsourcing.

32

Calia, Pinuccia, and Silvia Pacei. "Outsourcing and Firm Performance: Evidence from the Italian Manufacturing Industry." International Journal of Business and Management 12, no. 11 (October 18, 2017): 87. http://dx.doi.org/10.5539/ijbm.v12n11p87.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

This study presents an empirical analysis of the production outsourcing effect on firm productivity and profitability in the Italian manufacturing industry. This study uses firm-level panel data that were developed by the Italian National Statistical Institute. Using different estimation strategies, we develop panel data models and correct for possible endogeneity bias of the outsourcing with respect to the target variables. We find a non-significant effect of outsourcing on profitability and a significant negative effect of outsourcing on productivity.

33

J. Meixell, Mary, George N. Kenyon, and Peter Westfall. "The effects of production outsourcing on factory cost performance: an empirical study." Journal of Manufacturing Technology Management 25, no. 6 (July 1, 2014): 750–74. http://dx.doi.org/10.1108/jmtm-10-2011-0099.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose – The purpose of this paper is to investigate the performance implications associated with production outsourcing. Specifically, the paper analyzes the cost of goods sold for firms who outsource core manufacturing processes, using empirical data from a variety of industries. The paper seeks to better understand the influence of outsourcing on factory cost by looking at these in the context of related strategies, such as supplier integration, information technology (IT) implementation, and manufacturing process decisions. Design/methodology/approach – The paper draws on transaction cost economics, manufacturing strategy, and supply chain management literature to aid in predicting the performance to be expected when outsourcing production activities. Furthermore, the paper investigates the moderating effects of manufacturing strategies, supplier integration, and IT expenditures on outsourcing. The primary model is a two-way panel model for the cross-sectional and longitudinal data drawn from the MPI Census of Manufacturers Survey of US manufacturing plants. Findings – The analysis indicates that production outsourcing tends to shift costs among cost of goods sold (COGS) categories, but does not consistently reduce them as measured by overall COGS. The effects of production outsourcing on both the cost of labor and the cost of materials are strong, tending to decrease labor, and increase materials. Additionally, this study shows that a high level of supplier integration has a notable moderating influence on overall COGS, but that process strategies do not. Finally, this analysis indicates that IT expenditures were not influential as a moderator variable when outsourcing, but did have a marked influence on overall COGS, as well as on labor and materials costs. Originality/value – This research investigates the effects of outsourcing on the components of COGS, a level of analysis that is typically not looked at relative to outsourcing. This research also provides methodological contributions with the development of a nested random effects structural model for use with a secondary data source.

34

Zhang, Feng, and Hong Chen. "Recycling or Remarketing: Optimal Strategies for Outsourcing Remanufacturing." Open Journal of Social Sciences 08, no. 03 (2020): 497–506. http://dx.doi.org/10.4236/jss.2020.83042.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Harjito, D. Agus. "THE OUTSOURCING STRATEGIES FOR ORGANIZATIONAL EFFECTIVENESS AND EFFICIENCY." Jurnal Aplikasi Bisnis 6, no. 9 (September 8, 2006): 741–51. http://dx.doi.org/10.20885/jabis.vol6.iss9.art5.

Full text

APA, Harvard, Vancouver, ISO, and other styles

36

Kumar, Sameer, and A. Samad Arbi. "Outsourcing strategies for apparel manufacture: a case study." Journal of Manufacturing Technology Management 19, no. 1 (December 24, 2007): 73–91. http://dx.doi.org/10.1108/17410380810843462.

Full text

APA, Harvard, Vancouver, ISO, and other styles

37

Remenyi, Dan. "Information Technology Outsourcing Transactions—Process, Strategies, and Contracts." European Journal of Information Systems 6, no. 3 (September 1997): 190. http://dx.doi.org/10.1057/palgrave.ejis.3000266.

Full text

APA, Harvard, Vancouver, ISO, and other styles

38

Remenyi, D. "Information Technology Outsourcing TransactionsProcess, Strategies, and Contracts." European Journal of Information Systems 6, no. 3 (1997): 190. http://dx.doi.org/10.1038/sj.ejis.3000266.

Full text

APA, Harvard, Vancouver, ISO, and other styles

39

Khalatur, Svitlana, Nataliia Kuprina, and Larysa Kurbatska. "NEW BUSINESS STRATEGIES FORMATION OF ENTERPRISES AND OUTSOURCING DEVELOPMENT AS A CONDITION FOR INCREASING COMPETITIVENESS IN THE MARKETS OF EUROPE AND UKRAINE: COMPARATIVE ANALYSIS." Baltic Journal of Economic Studies 7, no. 4 (September 27, 2021): 203–13. http://dx.doi.org/10.30525/2256-0742/2021-7-4-203-213.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

The purpose of the article is to substantiate the need for the formation of new business strategies of enterprises and the development of outsourcing as a condition for increasing competitiveness in the markets of Europe and Ukraine. The subject of research is the process of forming new business strategies of enterprises and the development of outsourcing as a condition for increasing competitiveness in the markets of Europe and Ukraine. Methodology. Theoretical and methodological basis of the study is the theory of systems, the theory of economic development, scientific developments of foreign and domestic models on the business strategy formation of enterprises, economic development of European countries. General scientific and special methods were used to achieve a specific goal, in particular: the methods of economic and financial analysis; statistical and economic method, including comparison, as well as the graphical method. Conclusion. Thus, in the context of globalization, all countries and their businesses are looking for new forms of international cooperation, including outsourcing. The effectiveness of outsourcing business strategies is confirmed by global practice, which shows that currently more than half of European companies use outsourcing in their activities. There is a unique opportunity for Ukraine and its regions to take advantage of international outsourcing due to the possible positioning in today's market both as a provider of outsourcing services and as a customer. In the first case, this can be achieved through an attractive ratio of high skills and low wages, a satisfactory level of infrastructure development, and in the second case – by getting access to cheaper or rare resources, new technologies, best business practices, which forms the basis for the transition of Ukrainian enterprises to innovative development. Outsourcing is an effective way of doing business, given the benefits and opportunities that the customer company receives when using it. The business model of innovative outsourcing is an important direction of modern business development in the global marketplace. Nowadays, personnel outsourcing is an effective tool for improving the performance of any enterprise, taking into account the above-mentioned advantages and limitations that the customer receives in their application. However, outsourcing should not be considered a universal tool for solving issues and problems of enterprises, as there are tasks that can not be entrusted to independent professionals. Any business strategy of the enterprise must be consistent with the probable risks.

40

Chen, Gang, and Diandian Guo. "Financial Outsourcing Risk Analysis from the Perspective of Service Sector." Scholars Journal of Economics, Business and Management 8, no. 7 (July 13, 2021): 185–89. http://dx.doi.org/10.36347/sjebm.2021.v08i07.001.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Financial outsourcing is becoming increasingly common in China's domestic market. Suffering from inadequate policy and system, relatively low management level and insufficient professional staffing, however, the market sees that management of relevant firms do not have a clear understanding risks of financial outsourcing, which easily exposes relevant firms to large potential losses. Based on the rapidly developing service industry, this paper reviews the relevant theoretical contents, focusing on risks pertaining to firm financial outsourcing. It analyzes the outsourcing risks involved, and finally proposes reasonable and feasible coping strategies for these specific risks.

41

Sandhu, Maqsood Ahmad, Ahm Shamsuzzoha, and Petri Helo. "Does outsourcing always work? A critical evaluation for project business success." Benchmarking: An International Journal 25, no. 7 (October 1, 2018): 2198–215. http://dx.doi.org/10.1108/bij-06-2017-0146.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The purpose of this paper is to deal with the importance and obstacles of outsourcing strategy in project business in terms of product development perspectives. This strategy is intrinsically analyzed and evaluated with respect to the strategic business environments. Design/methodology/approach The objective of this research is to analyze the advantages and limitations of the outsourcing that have been identified in prior studies. This research has attempted to investigate the performance implications of outsourcing strategies in terms of theoretical considerations and implementation perspectives. Findings In this study, the authors have presented a general overview of outsourcing strategies in terms of both light and dark sides of this approach. Various driving forces of outsourcing strategy along with critical success factors are articulated within project to product development perspectives. Research limitations/implications Future research could be continued to measure various performance variables such as productivity, sales, revenues, career opportunities, manifest in power struggles, change jobs, change organizational cultures, etc. in multiple case companies, which affect with the success or failure of outsourcing arrangements. Practical implications The term outsourcing is nowadays a widely known business strategy, where manufacturing firms share partly or fully of their production process with outside organizations or suppliers. The research approach as articulated within this paper would be beneficial for project business organizations and specially the product designers and project managers for planning and developing their strategic business potentials with respect to outsourcing and in-sourcing decisions. Originality/value In this paper a high-level decision-making model for outsourcing and a cause and effect type framework are demonstrated with a view to ease the decision-making process for the organizations managers.

42

Sanchís-Pedregosa, Carlos, María-del-Mar Gonzalez-Zamora, and María-José Palacín-Sánchez. "Outsource Services to Improve Financial Performance: Is There a Limit?" Global Business Review 19, no. 1 (October 9, 2017): 21–31. http://dx.doi.org/10.1177/0972150917713274.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Outsourcing has been identified as one of the key factors for improving companies’ financial performance. Moreover, the procurement of business services has become an important element of companies’ acquisition of external resources. However, there is a lack of evidence linking services outsourcing and performance. Limited prior literature has mostly assumed that this relationship is positive and linear. Our empirical study reveals that firms may be able to increase their performance through services outsourcing; however, this is only true up to a point, beyond which the performance decreases as a consequence of further outsourcing. Identifying the type of relationship between the variables under study is a key point to company managers formulating their service outsourcing strategies. They must be aware that there is a level of outsourcing that should not be exceeded. Future research should help managers to determine which is the most effective level of service outsourcing for their companies.

43

Lee, Seungbum. "Economic View and Strategic Management View toward Understanding Outsourcing in Amateur Sport." Journal of Amateur Sport 2, no. 1 (February 29, 2016): 12. http://dx.doi.org/10.17161/jas.v2i1.5019.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Outsourcing as a strategic business decision has been a prevalent business practice in sport industry, and as a result has been receiving increasing academic attention by scholars in sport management. In many cases, the academic attention has been focused on multi-billion dollar hyper-commercialized sport industry, like professional and intercollegiate sport in the U.S. However, outsourcing has infiltrated the world of amateur sport, for instance youth sports programs (YSP), too. In spite of a growing use of outsourcing as a viable business strategy within a community based sport setting, efforts to understand outsourcing in amateur sport has so far gone unheeded in academia. Accordingly, this study examined outsourcing YSP by city- owned recreation centers (CORC). The motivation of outsourcing and the risk of outsourcing were analyzed using a multiple case study approach. The results of this study argue that combination of both economic and strategic management views are effective ways to understand outsourcing strategies in an amateur sport setting. The findings of this study provide both theoretical and practical implications. Furthermore, to contribute to the body of literature, the findings of this study are compared with previous sport management outsourcing literature to provide a comprehensive understanding of outsourcing.

44

Hon Kam, Booi, Ling Chen, and Richard Wilding. "Managing production outsourcing risks in China's apparel industry: a case study of two apparel retailers." Supply Chain Management: An International Journal 16, no. 6 (September 27, 2011): 428–45. http://dx.doi.org/10.1108/13598541111171147.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

PurposeThis paper aims to examine how Chinese apparel retailers manage their production outsourcing risks and why they elect to manage those risks in a particular manner.Design/methodology/approachThe investigation used the case study approach to explore factors driving two Chinese apparel retailers operating in different market environments to manage their production outsourcing risks.FindingsThe selection of production outsourcing risk management strategies hinges on what apparel retailers view as the most important value their products provide to customers. Product values were linked to specific product characteristics as well as the market environment in which the apparel retailers operated. The retailer that regarded product quality as a key value driver was found to place emphasis on manufacturer selection and use of a formal contract for process control. The retailer that viewed newness and variety as a value driver opted to cultivate a strong, committed business relationship based on Guanxi to achieve speed‐to‐market.Research limitations/implicationsAs a case study research, the findings of this study have their limitations in generalisability. Given that one of the retailers did not invoke Guanxi to cultivate a long‐term business relationship with its outsourced manufacturers, the role of Guanxi in outsourcing risk management in China deserves further exploration, as businesses in China become more globalised.Practical implications/valueThis study grounds mainstream outsourcing strategy literature on operational practice through case studies. It highlights the influence of both product characteristics and market environment in dictating the choice of outsourcing risk management strategies in apparel manufacturing.Originality/valueThe study views outsourcing risk management from the perspective of minimizing outsourcing failures, rather than achieving outsourcing success. It reveals that risk management behavior of apparel retailers was linked to the notion of value protection, which varied according to what they considered as their principal product value drivers.

45

Hsieh, Tien-Shih, Zhihong Wang, and Mohammad J. Abdolmohammadi. "Factors Associated with Companies' Choices of XBRL Implementation Strategies: Evidence from the U.S. Market." Journal of Information Systems 33, no. 3 (July 1, 2018): 75–91. http://dx.doi.org/10.2308/isys-52185.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

ABSTRACT This study investigates factors associated with public companies' choices of eXtensible Business Reporting Language (XBRL) implementation strategies. These strategies include Disclosure Management Solution (DMS) versus Stand-Alone Solution (SAS), and outsourcing versus in-house XBRL implementation. Using survey data provided by the Financial Executive Research Foundation, we find that perceived helpfulness of educational resources and perceived difficulties with companies' reporting review process are positively related to the use of DMS. Concerns about XBRL compliance and perceived difficulties with companies' accounting processes are inversely related to the use of DMS. Moreover, advanced XBRL knowledge and perceived helpfulness of XBRL guidance materials are negatively related to the outsourcing of XBRL implementation. Finally, concerns about XBRL compliance and earnings announcement time lags are positively associated with the outsourcing of XBRL implementation. Our results provide guidance for policymakers in developing XBRL implementation policies and for XBRL service providers in designing XBRL solutions for their clients. JEL Classifications: M41. Data Availability: Contact data sources identified in the paper.

46

Chen, Qiyang, and Binshan Lin. "Global outsourcing and its managerial implications." Human Systems Management 17, no. 2 (April 17, 1998): 109–14. http://dx.doi.org/10.3233/hsm-1998-17204.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Our purpose in the paper is to provide a concrete framework to help managers rethink about global outsourcing and focus on how to manage the alliances to ensure its success in the global market. This paper discusses the driving factors for the global outsourcing and the opportunities exposed to information technology and information systems (IT/IS) society. Major issues that a developing country may face for improving its environment to be a bidding candidate in global outsourcing business are explored and strategies are suggested as well.

47

Mishra, Deepa, Sameer Kumar, R. R. K. Sharma, and Rameshwar Dubey. "Outsourcing decision: do strategy and structure really matter?" Journal of Organizational Change Management 31, no. 1 (February 12, 2018): 26–46. http://dx.doi.org/10.1108/jocm-04-2017-0144.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose Although there is a growing body of literature on human resource (HR) outsourcing, there are still unresolved issues regarding the level of outsourcing HR activities initiated in firms having different strategies and structures. This is relevant to examine because firms with different orientations (strategy and structure) cannot do HR outsourcing at the same level. The paper aims to discuss these issues. Design/methodology/approach A theoretical framework is developed and empirically validated using survey data from 184 manufacturing firms in India. The analysis involved testing a number of hypotheses through statistical techniques using the confirmatory factor analysis and structural equation modeling. Findings The results indicate that firms having prospector orientation are more likely to outsource non-core HR activities as compared to firms having analyzer and defender orientation strategies, in that order. However, in comparison to non-core HR activities, core HR activities are less likely to be outsourced by firms with different strategic orientations (prospector, analyser, and defender). Originality/value This research study underscores the linkage between HR outsourcing and strategy and structure of a firm by developing a theoretical framework.

48

Bilous, M. V., O. P. Shmatenko, O. A. Ryzhov, T. S. Raikova, and D. V. Drozdov. "Logistic outsourcing in pharmacy. the theory and practice." Farmatsevtychnyi zhurnal, no. 3-4 (August 14, 2018): 18–25. http://dx.doi.org/10.32352/0367-3057.3-4.17.02.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Today, the introduction and application of a logistics approach to resource management allows pharmaceutical companies to increase their social, environmental and economic efficiency. The article is aimed to research the essence of the concept, types and party of logistic outsourcing in practical pharmacy. To reach the aimreview of foreign and domestic scientific sources and the existing legal framework of Ukraine on this issue have been analyzed. Investigation methods were bibliographic and analytical ones. The results of these studies indicate the today outsourcing is one of the main logistics strategies of domestic pharmaceutical companies, which is actively used in the sphere of IT-technologies and warehouse services. At the same time for ensuring high-quality providing outsourcing services, a legal and regulatory framework is needed that standardizes the interaction between firm customer and the outsourcer, also the development of standards for the provision of services of a certain type of outsourcing. Wide introduction of logistics outsourcing, as a modern form of optimization of logistics business processes, requires the formation of professional competence among future pharmacists in pharmaceutical logistics, its tools and strategies, i.e. training of competitive professionals capable of working in various directions of practical pharmacy. Introduction of the topic «Logistic outsourcing in practical pharmacy» in the educational process of students of pharmaceutical faculties (university), pharmacists-interns and pharmacists at the postgraduate level of training is necessary. It will improve the theoretical and practical training of future specialist pharmaceutists and will allow them to apply the knowledge which would be gained in the future in logistics outsourcing in the activities of pharmaceutical companies.

49

Ingabo, Anne, and Dr Allan Kihara. "INFLUENCE OF CORPORATE STRATEGIES ON FINANCIAL PERFORMANCE OF OIL MARKETING COMPANIES IN KENYA." Journal of Business and Strategic Management 3, no. 1 (September 10, 2018): 45. http://dx.doi.org/10.47941/jbsm.240.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose: Strategy is the direction and scope of an organization over the long term, which achieves competitive advantage in a changing environment. Strategic marketing is an organization’s process of defining its strategy and making decisions on allocating its resources to pursue this strategy, including its capital and people. The main purpose of the study was to stablish the influence of corporate strategies on financial performance of the oil marketing companies in Kenya Methodology: This study adopted descriptive survey design. The target population for this study was23 oil companies in the oil industry in Kenya. The study used primary data which was collected through self-administered questionnaires. The researcher utilized mixed method which included qualitative and quantitative techniques in analyzing the data. Results: The findings showed that all the strategies under study lead to significantly affects financial performance Oil Marketing Companies in Kenya. The greatest variation in performance is led by diversification strategy diversification at 0.398 increase, followed by positioning strategy will lead to 0.376, Mergers and acquisitions strategy, at 0.355 and finally Outsourcing strategy at 0.332. This means that if companies employ these strategies especially diversification and positioning strategies, then their investment opportunities will increase thereby increasing their revenue and financial performance Unique contribution to theory, practice and policy: In order for Oil marketing Companies to enhance their financial performance through outsourcing strategy, they need to take outsourcing idea a step further to collaborate with competitors so as to find shared solutions. The Oil marketing companies in Kenya also need to train their personnel so as to appreciate the concept of outsourcing strategy, and the best practices and systems that will enhance their financial performance.

50

Kuruvilla, Sarosh, and Aruna Ranganathan. "Economic Development Strategies and Macro-and Micro-Level Human Resource Policies: The Case of India's “Outsourcing” Industry." ILR Review 62, no. 1 (October 2008): 39–72. http://dx.doi.org/10.1177/001979390806200103.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

This detailed case study of India's “outsourcing” industry illustrates the challenges in linking macro and micro human resource policies with an economic development strategy based on export-oriented services. The rapid expansion in the outsourcing of services to India has raised the possibility that this sector will be a key engine of India's economic growth. Based on extensive field research carried out over a four-year period, the authors of this study argue that four interrelated human resource policy challenges threaten the outsourcing industry's growth: two “macro” problems (current skill shortages and the inability of the country to produce higher levels of skills for the long-term growth and sustainability of the industry), and two micro problems (very high levels of employee turnover and rapidly increasing employee costs). The authors evaluate current policy responses and suggest options.

Journal articles on the topic 'Outsourcing strategies'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles