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Journal articles on the topic 'Outsourcing'

Author: Grafiati

Published: 4 June 2021

Last updated: 14 September 2024

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1

ORUGBO, Ena E., Babakalli M. ALKALI, Anjali DESILVA, and David K. HARRISON. "ALIGNMENT MODEL FOR TRUNK ROAD NETWORK MAINTENANCE OUTSOURCING." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 22, no. 4 (September 1, 2015): 500–508. http://dx.doi.org/10.3846/13923730.2014.897985.

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Road maintenance outsourcing is now the foremost strategy by which road authorities procure maintenance works. Despite growing application of road maintenance outsourcing, there are conflicting estimates on the effectiveness of road maintenance outsourcing and shortage of appropriate models to align over optimistic expectations of road authorities from road maintenance outsourcing with substantiated benefits. This paper investigates the efficacy of road maintenance outsourcing. In this paper, the different variants of road maintenance outsourcing and road maintenance works are evaluated with a SWOT analysis and a comprehensive literature review respectively. In addition, a road maintenance outsourcing alignment model based on a decision tree and Balance Score Card is proposed and illustrated with a Nigerian trunk road network authority as a case study. The result of the SWOT analysis and comprehensive literature review establishes fresh insight into road maintenance outsourcing dynamics. The presented road maintenance outsourcing alignment model provides adequate pathways that could assist road authorities identify the most appropriate road maintenance outsourcing variant for road maintenance procurement. In addition it aligns actual benefits and expectations of road maintenance outsourcing and facilitates development of SMART metrics for effective assessment of road maintenance outsourcing. The proposed model is applicable across other infrastructures.

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Markowska, Katarzyna. "Decision-making problems of recipients of railway freight transport outsourcing services." Rail Vehicles, no. 1 (February 5, 2019): 50–55. http://dx.doi.org/10.53502/rail-138506.

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Przetrwanie na rynku i zdobycie przewagi konkurencyjnej wymagają efektywnego zarządzania gwarantującego sukces przedsiębiorstwu. Jedną z metod jest outsourcing. Określenie outsourcingu pochodzi z języka angielskiego i jest skrótem wyrażenia outside resource using oznaczającego wykorzystanie zasobów zewnętrznych. Outsourcing powinien się koncentrować na optymalizacji kosztów i zatrudnienia. Główną korzyścią powinno być dążenie do zwiększonej elastyczności struktur, dostęp do wykwalifikowanej kadry pracowniczej oraz innych zasobów przedsiębiorstwa. Niepowodzenia outsourcingu mogą wynikać zarówno ze strony przedsiębiorstwa zlecającego i świadczącego usługi transportu kolejowego ładunków. Badania empiryczne dotyczące problemów decyzyjnych odbiorców usług outsourcingu transportu kolejowego ładunków pozwoliły zidentyfikować korzyści, ryzyko, sposób komunikacji oraz problemy we współpracy partnerskiej.

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3

Handoko, Ruddy. "PENEGAKAN HUKUM TERHADAP PERUSAHAAN YANG MENGGUNAKAN SISTEM OUTSOURCING DI INDONESIA." SPEKTRUM HUKUM 14, no. 2 (July 13, 2019): 199. http://dx.doi.org/10.35973/sh.v14i2.1077.

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<p>Konsep outsourching dalam UU Ketenagakerjaan terbagi dalam dua kategori <br />yaitu outsourching pekerjaan dan outsourching pekerja. Banyak perusahaan yang mempekerjakan buruh dengan sistem outsourching untuk semua pekerjaan, baik pekerjaan inti maupun pekerjaan penunjang. Pasal 65 ayat (2) huruf a UU tentang ketenagakerjaan telah menentukan bahwa pekerjaan penunjang saja yang dilakukan dengan outsourching baik melalui outsourching pekerjaan maupun outsourching pekerja. Perusahaan yang mempekerjaan Pekerja dengan sistem Outsourcing, senantiasa membuat para pekerja resah, karena masa kerjanya dibatasi dengan waktu tertentu,<br />sehingga kadang-kadang sering terjadi demo mengakibatkan situasi perusahaan tidak kondusif. Penggunaan tenaga kerja dengan sistem outsourcing masih banyak persoalan sehingga tenaga kerja sering pada posisi yang lemah. Hal ini yang perlu dilakukan Pemerintah dalam penegakan hukum bagi perusahaan yang menggunakan tenaga kerja dengan sistem outsoursing, agar hak-hak para pekerja dapat terlindungi sesuai ketentuan<br />Undang-undang No. 13 Tahun 2003.</p>

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Koku, Paul Sergius. "A view from the street: an exploratory study of consumer attitudes toward offshoring of professional services in the United States." Journal of Services Marketing 29, no. 2 (April 13, 2015): 150–59. http://dx.doi.org/10.1108/jsm-10-2013-0263.

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Purpose – The study aims to examine consumer attitudes toward offshore-outsourcing of professional services in the USA. It focuses on the services of accountants, attorneys and doctors to provide a framework for discussing policy and marketing implications. Design/methodology/approach – The study reviews a review of the literature on consumer decision-making under uncertainty and attitude formation, and a focus group study to examine consumers’ attitudes toward offshore-outsourcing of professional services. Findings – Contrary to reports in the popular press, this paper suggests that consumers do not have a generalized negative attitude toward offshore-outsourcing of all forms of professional services. While consumers do not mind offshore-outsourcings of the services of medical doctors and attorneys, they seem to be concerned about offshore-outsourcings of accounting or financial services. These results suggest that persons engaged in offshore-outsourcings of tax and other related services must re-strategize. Research limitations/implications – While the results of this study offer a window into the US consumers’ feelings about offshore-outsourcings of professional services, the results lack generalizability, as they are based on an exploratory study. Practical implications – Even though outsourcing has received a lot of media attention and some limited attention from academics, no study, to the best of the authors’ knowledge, has specifically investigated US consumers’ attitudes toward offshore-outsourcings of professional services. Given the fact that the trend is growing instead of abating, a study, such as the current one, that investigates how consumers feel about the practice is not only timely but will also provide valuable information to managers for strategy reformulation and to lawmakers for regulation purposes. Originality/value – This paper, to the best of the authors’ knowledge, is the first to specifically examine consumer attitude toward offshoring of the basic professional services – the services of doctors, accountants and attorneys.

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5

Lacity, Mary, and Leslie Willcocks. "Outsourcing Business and I.T. Services: the Evidence of Success, Robust Practices and Contractual Challenges." Legal Information Management 12, no. 1 (March 2012): 2–8. http://dx.doi.org/10.1017/s1472669612000060.

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AbstractIn this article, Mary Lacity and Leslie Willcocks review the practice of outsourcing business and information technology services. Research finds that outsourcing can deliver value to client organisations, but that it takes a tremendous amount of detailed management by clients and providers to realise expected benefits. The proven practices that contribute to positive outsourcing outcomes can be summarised as contractual governance, relational governance, client retained capabilities, and provider capabilities. Despite outsourcing's maturity, some enduring contractual challenges remain, particularly in the areas of incentive pricing and contract adaptability.

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6

Ma, Yan, Chun Xiao Xia, Bao Quan Song, and Yue Xian Zhang. "An Outsourcing Decision-Making Model Based on Options Valuation Theory." Advanced Materials Research 204-210 (February 2011): 617–21. http://dx.doi.org/10.4028/www.scientific.net/amr.204-210.617.

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The valuation of options is an important research topic of modern options pricing theories. In this paper, an outsourcing decision model is built based on options valuation theory. We classified the cost of outsourcing into three independent spheres including strategic, managing, and executive. Then, we quantified these notional costs by the means of options valuation. Furthermore, we get the boundary qualification of outsourcing in the framework of “cost-benefit” by comparing outsourcing’s general cost with its benefit on the point of numerical cost of risk. A numerical example is given to illustrate the feasibility of the decision-making model.

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Lestari, Rr Winarti Pudji, and Muhamad Abas. "LEGAL PROTECTION OF OUTSOURCING WORKERS FROM TERMINATION OF EMPLOYMENT UNDER LAW NUMBER 6 OF 2023." JURNAL ILMIAH ADVOKASI 11, no. 2 (November 22, 2023): 388–401. http://dx.doi.org/10.36987/jiad.v11i2.4029.

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In the increasingly fierce business competition, the outsourcing system is felt to be more effective for the company. On the other hand, the outsourcing system opens opportunities for employers to carry out Termination of Employment (PHK) actions easily. In the outsourcing system, there are weaknesses, there is no guarantee of continuity of work for workers. Law Number 6 of 2023 of Job Creation has regulated legal protection for outsourcing workers against arbitrary actions by employers in carrying out layoffs, through the principle of Transfer of Undertakings Protection of Employment (TUPE). But in practice, the TUPE principle is still not running effectively. The purpose of this research is to find out and understand the principles of the employment relationship between outsourced workers and employers so that unfair layoffs do not occur and legal protection for outsourced workers from employers' arbitrariness in implementing layoffs. This study uses a normative juridical approach. It is necessary to develop regulations regarding outsourcing in which legal protection for workers is further enhanced, determine sanctions and law enforcement for those who commit violations, and carry out more intensive supervision of the implementation of outsourcing.Â Keywords: Legal protection, outsourcing, continuity of work

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Lee, Gyeo Reh, Shinwoo Lee, Deanna Malatesta, and Sergio Fernandez. "Outsourcing and Organizational Performance: The Employee Perspective." American Review of Public Administration 49, no. 8 (June 12, 2019): 973–86. http://dx.doi.org/10.1177/0275074019855469.

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We develop a conceptual framework that integrates and extends existing explanations of outsourcing’s effects on the government workforce and organizational performance. We then test our logic using 5 years of panel data (2010-2014) from U.S. federal agencies. The evidence presents modest negative effects of outsourcing on organizational performance as perceived by employees. The analysis also reveals that outsourcing affects perceived performance through its influence on job satisfaction.

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Napitupulu, Reimond Hasangapan Mikkael, Cucu Handayani, and Haryati Haryati. "Metode Simple Additive Weighting (SAW) Untuk Menentukan Karyawan Outsourching Terbaik Di PT Bank BNI Cabang Cirebon." BINA INSANI ICT JOURNAL 8, no. 2 (December 13, 2021): 166. http://dx.doi.org/10.51211/biict.v8i2.1584.

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Abstrak: Penelitian ini bertujuan membangun sebuah sistem pendukung keputusan yang mempunyai kemampuan menghitung nilai kinerja karyawan outsourching untuk menentukan karyawan outsouching terbaik dengan menggunakan metode Simple Additive Weighting (SAW), yang diterapkan menggunakan bahasa pemrograman PHP serta database phpmyadmin. Dalam penilaian kinerja karyawan outsourching di Bank BNI Cabang Cirebon terdapat beberapa kriteria yang menjadi penilaian. Penilaian ini berdasarkan penilaian kehadiran, motivasi kerja, komunikasi & kerjasama, pemahaman pekerjaan, pengembangan diri, pencapaian target kerja. Hasil dari penilaian tersebut dapat digunakan sebagai pendukung keputusan-keputusan tertentu oleh manajemen Bank BNI Cabang Cirebon terhadap para karyawan outsourching. Dengan aplikasi yang dirancang ini diharapkan dapat memudahkan manajemen Bank BNI Cabang Cirebon dalam melakukan penilaian kinerja terhadap karyawannya. Sehingga hasil dari penilaian tersebut dapat membantu manajemen Bank BNI Cabang Cirebon dalam mengambil suatu keputusan seperti memberikan penghargaan terhadap karyawan terbaik. Kata kunci: karyawan, kinerja, outsourching, SAW, SPK Abstract: This study to build a decision support system that has the ability to calculate the performance value of outsourcing employees to determine the best outsouching employees using the Simple Additive Weighting (SAW) method, which is applied using the PHP programming language and the phpmyadmin database. In the performance appraisal of outsourcing employees at Bank BNI Cirebon Branch, there are several criteria that become the assessment. This assessment is based on an assessment of attendance, work motivation, communication & cooperation, understanding of work, self-development, achievement of work targets. The results of the assessment can be used to support certain decisions by the management of Bank BNI Cirebon Branch for outsourcing employees. With this designed application, it is hoped that it can facilitate the management of Bank BNI Cirebon Branch in assessing the performance of its employees. So that the results of the assessment can help the management of Bank BNI Cirebon Branch in making decisions such as giving awards to the best employees. Keywords: DSS, employees, outsourcing, performance, SAW

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10

Masnun, Ariyanto. "Faktor Penentu Kepuasan Kerja Karyawan Outsourcing dan Pengaruhnya Terhadap Kinerja di Bank Rakyat Indonesia (BRI) Cabang Bangko." Jurnal Ilmiah Tata Sejuta STIA Mataram 4, no. 2 (September 29, 2018): 84–95. http://dx.doi.org/10.32666/tatasejuta.v4i2.32.

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Penelitian ini bertujuan untuk menganalisis analisis faktor-faktor penentu kepuasan kerja karyawan outsourcing pada BRI Perseroan Terbatas Cabang Bangkoand pengaruh terhadap kinerja. Penelitian ini menggunakan variabel kepuasan kerja dan kinerja untuk menganalisis faktor-faktor penentu kepuasan kerja karyawan outsourcingat BRI Perseroan Terbatas Cabang Bangko. Selain itu, untuk menganalisis pengaruh pada kinerja. Populasi dalam penelitian ini adalah semua karyawan outsourcing di BRI Perseroan Terbatas Cabang Cabang Bangkok dari seluruh divisi perusahaan. Keduanya memiliki masa kontrak kurang dari satu tahun atau lebih dari satu tahun. Populasi ini berjumlah 63 karyawan termasuk frontliner berikut ini (Custumer service dan teller), PAU, IT, TKK, Sekretaris, payment point, driver, servant, dan security. Dalam penelitian ini menggunakan metode survei yaitu dengan memberikan kuesioner kepada seluruh populasi yaitu sebanyak 63 karyawan terdiri dari karyawan outsourcing di seluruh bagian perusahaan. Pengumpulan data menggunakan metode kuesioner dengan memberikan daftar pertanyaan atau kuesioner langsung kepada responden. Analisis teknis dari data dalam penelitian ini menggunakan analisis faktor dengan program SPSS. Hasil penelitian menunjukkan bahwa analisis faktor ditemukan sebagai faktor utama yang mempengaruhi kepuasan karyawan outsourcing pada perusahaan terbatas BRI adalah lingkungan kerja. Hasil pengujian hipotesis kedua menemukan bahwa job satification tidak signifikan terhadap kepuasan karyawan outsourcing pada perusahaan terbatas BRI. Kata kunci: kepuasan kerja, outsourcing karyawan, kinerja

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Prestowitz, Clyde. "Smart Outsourcing, Dumb Outsourcing." New Perspectives Quarterly 21, no. 3 (July 2004): 40–42. http://dx.doi.org/10.1111/j.1540-5842.2004.00681.x.

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12

A, Arnida. "ANALISIS SISTEM INFORMASI PENGGAJIAN KARYAWAN OUTSOURCING PADA PT MAKMUR PALU JAYA BERBASIS DEKSTOP." JURNAL IT 10, no. 1 (October 10, 2019): 90–102. http://dx.doi.org/10.37639/jti.v10i1.82.

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Penelitian ini bertujuan untuk (1). Menghasilkan system informasi tentang penggajian karyawan kontrak (outsourcing) pada PT Makmur Palu Jaya, (2). Menginplementasikan Sistem informasi tentang penggajian karywan Kontrak (outsourcing) pada PT. Makmur Palu Jaya. Sistem Informasi penggajian karyawan outsourching ini berbasis visual, dengan bahasa pemrograman Visual Basic 6.0yang menghasilkan output berupa laporan daftar tagihan, daftar penugasan khusus dan daftar gaji. Hasil Penelitian menunjukkan bahwa system informasi yang dihasilkan dapat memenuhi kebutuhan bagian keuangan perusahaan. sehingga mempermudah pengolahan data penggajian yang dapat meminimalisir kesalahan perhitungan dan dapat memberikan informasi yang akurat.

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Kalinowska, Karolina. "Outsourcing jako metoda zarządzania przedsiębiorstwem." Zeszyty Naukowe SGGW, Polityki Europejskie, Finanse i Marketing, no. 3(52) (May 25, 2010): 253–64. http://dx.doi.org/10.22630/pefim.2010.3.52.22.

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Przedstawione rozważania nad tematem outsourcingu obejmują jego teoretyczne aspekty, istotę oraz możliwości wykorzystania wśród przedsiębiorstw w Polsce i na świecie. Coraz częściej motywem do podjęcia współpracy outsourcingowej jest nie tylko redukcja kosztów – jak to bywało w znaczeniu pierwotnym outsourcingu – lecz staje się on strategicznym wyborem sposobu funkcjonowania danego przedsiębiorstwa koncentrującego się na swojej kluczowej działalności. Zaprezentowane dane dotyczą outsourcingu, który w ostatnich latach stał się popularny i coraz częściej wykorzystywany przez przedsiębiorstwa. Analiza działalności outsourcingowej wśród polskich firm pozwoliła na wskazanie głównych i najczęściej wydzielanych zadań i procesów biznesowych celem przekazania ich realizacji wybranej firmie (lub kilku firmom). Już prawie 3/4 polskich przedsiębiorstw deklaruje korzystanie z usług outsourcingowych, przewidywania dają pozytywne światło dla dalszego rozwoju tego rodzaju usług w Polsce. Charakterystyka obejmuje zarówno polski rynek usług outsourcingowych jak i rozwój outsourcingu na świecie. Zestawiono najczęściej stosowane rodzaje wydzielenia, branże najczęściej korzystające z usług firm outsourcingowych oraz przedstawiono charakterystykę poszczególnych rodzajów outsourcingu w ujęciu branżowym i specyfikę zorganizowania działalności firm outsourcingowych. Szczególnie istotne znaczenie ma poruszony aspekt wykorzystania rozwiązań outsourcingowych w dobie światowego kryzysu – czy outsourcing ma szansę przetrwania trudnych czasów. Aktywność outsourcingowa przedsiębiorstw (przedsiębiorców) ma oczywiście określone skutki ekonomiczne jak i społeczne, co w dobie światowego kryzysu nie pozostaje bez znaczenia. Analiza rynku outsourcingu w Polsce ukazuje pozytywne aspekty wydzielenia, prezentuje dynamiczny rozwoju i szerzący się trend popularyzowania na coraz większą skalę usług outsourcingowych.

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Widyastuti, Ira. "Faktor Penentu Kepuasan Kerja Karyawan Outsourcing di Perbankan." Jurnal Manajemen Bisnis 17, no. 3 (July 31, 2020): 326. http://dx.doi.org/10.38043/jmb.v17i3.2490.

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ABSTRACTThis study aimed to analyze the analysis of the determinants of job satisfaction employee outsourcing at BRI Limited Liability Company Branch Bangkoand influence on the performance.This research usesjob satisfaction variablesand performanceto analyzefactors determinant of job satisfaction employee outsourcingat BRI Limited Liability Company Branch Bangko. Besides that, to analyze influence on the performance.The population in this study is all employee outsourcing at BRI Limited Liability Company BranchBangkofrom all divisions of the company.Both of which have a contractual term of less than one year or more than one year. This population is totaling 63 employees include the following frontliner (Custumer service dan teller),PAU, IT, TKK, Secretary, payment point, driver, servant, and security. In this research uses survey methods namely with giving questionnaire to all of population is totaling 63 employees consists of employee outsourcing in all parts of the company. Data collectedusing questionnaire methodnamely with giving questionslist or questionnaire directly to respondents. Technical analysis of the data in this research uses factor analysis by program SPSS.The resulted of research showed that factor analysis found as main factor which influence satisfaction employee outsourcing at BRI limited liability company is work environment. The resulted of second hypothesis testing found that job satification unsignificant to satisfaction employee outsourcing at BRI limited liability company.

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Milecová, M., M. Grznár, and Ľ. Szabo. "Outsourcing: Decision making in case of outsourcing the company activity and management of outsourcing project." Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (August 20, 2010): 387–96. http://dx.doi.org/10.17221/87/2010-agricecon.

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The submitted paper was elaborated as a short summary of the main findings resulting from the research we have realized at the University of Economics in Bratislava. Based on the study of large amount of local (Slovak) and foreign literature and other sources, we have analyzed and compared many (often inconsistent and contradictory) approaches and opinions of Slovak and foreign authors related to outsourcing and offshoring. Following the questionnaire survey which we performed in years 2008 and 2009 on the sample of 51 Slovak companies, and as well as on the set of interviews carried out with managers and employees of these companies, we have identified several weaknesses in the outsourcing decision-making and also in the management of outsourcing projects. These weak points are connected with the insufficient assessment of risks resulting from outsourcing and managing these risks, rather than with an inadequate monitoring of outsourcing provider and an insufficient measurement of outsourcing efficiency. We have elaborated the standardized methodology, which can be used in decision making, implementation and management of outsourcing. In more details, we focus on the areas that show the gaps in the applied management and in the available theory: on risk management in the case of outsourcing and on measurement of outsourcing efficiency.

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Fauziyya, Anisah Ulfah, Erry Rimawan, Tubagus Hendri Febriana, and Febri Winday. "Analysis Influence of Organizational Commitment, Job Satisfaction, and Work Stress on Turnover Intention of Outsourching Employee in Automotive Company at PT. XYZ." Volume 5 - 2020, Issue 8 - August 5, no. 8 (August 27, 2020): 569–75. http://dx.doi.org/10.38124/ijisrt20aug215.

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In an organization the role of human resources is a very important determining factor for the effectiveness and success of an organization in achieving its goals. But in reality, there are still many companies that use outsourching services. With the rise of the practice of outsourcing so far it is recognized to be more detrimental to workers because employment relations are always in the form of non-permanent or contractual contracts (fixed time contracts), lower wages, limited social security, lack of job security, and lack of career development guarantees. These factors make high turnover intention in PT XYZ. From every outsourching employee's complaints and based on data to the company, the authors indicate doubts about organizational commitment, job satisfaction, and work stress. The author uses questionnaires and interviews as a data collection tool and takes a sampling of the outsourching employee population. Then analyzed using the smartPLS application. The results showed that organizational commitment had a negative and significant effect on turnover intention, job satisfaction had a negative and significant effect on turnover intention and work stress had a positive and significant effect on the turnover intention of outsourcing employee in PT XYZ.

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Indriani, Wiwin, Muhammad Muzaki, and Sudirman Sudirman. "Identifikasi dan Pemanfaatan Peluang Kerja Alternatif Bagi Lulusan SMKN 1 Batulayar Jurusan Akomodasi Perhotelan di Tengah Tren Outsourching." Jurnal Ilmiah Profesi Pendidikan 9, no. 3 (August 19, 2024): 2028–34. http://dx.doi.org/10.29303/jipp.v9i3.2357.

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Praktik outsourcing telah menjadi tren yang semakin umum terjadi di berbagai sektor industri. Alih daya (outsourching) adalah penggunaan tenaga kerja untuk menghasilkan atau melakukan pekerjaan oleh suatu perusahaan, melalui perusahaan yang menyediakan pekerja/buruh. Penelitian ini bertujuan untuk 1) Menilai keunggulan kompetitif lulusan SMK jurusan Akomodasi Perhotelan dalam menghadapi persaingan di pasar kerja yang dipengaruhi oleh praktik outsourcing, 2) Mengidentifikasi dan memanfaatkan peluang kerja alternatif bagi lulusan SMK jurusan Akomodasi Perhotelan di tengah tren outsourcing di industri perhotelan, 3) Menyusun strategi yang dapat diterapkan oleh lulusan SMK jurusan Akomodasi Perhotelan untuk meningkatkan daya saing mereka di pasar kerja yang dipengaruhi oleh praktik outsourcing. Kajian ini diteliti menggunakan pendekatan kualitatif deskriftif melalui metode observasi, wawancara, dan studi dokumentasi. Adapun hasil dalam penelitian ini yakni a) Lulusan SMK jurusan Akomodasi Perhotelan telah belajar khusus dan mendalam dalam berbagai aspek operasional hotel, yaitu front office, housekeeping, pelayanan tamu, dan manajemen acara. Mereka memiliki keterampilan praktis yang sesuai dengan kebutuhan industri perhotelan, yang membuat mereka menjadi kandidat yang sangat diinginkan oleh perusahaan hotel maupun perusahaan lain yang mencari spesialis dalam bidang akomodasi. b) Lulusan SMK juga memiliki potensi untuk menjadi pengusaha atau pemilik usaha dalam industri perhotelan atau sektor-sektor terkait. Mereka dapat memulai usaha sendiri seperti bisnis jasa pembersihan, agen perjalanan, layanan katering, atau usaha kecil lainnya yang berkaitan dengan akomodasi dan perhotelan. c) Lulusan SMK dapat meningkatkan daya saing mereka dengan memperdalam pengetahuan dan keterampilan dalam penggunaan perangkat lunak manajemen hotel, sistem reservasi online, atau aplikasi pelacakan inventaris. Kesimpulan dari penelitian ini adalah praktik outsourcing semakin umum terjadi di berbagai sektor industri, termasuk Bank, Rumah sakit, dan Kantor pelayanan publik. Lulusan SMK jurusan Akomodasi Perhotelan memiliki keunggulan kompetitif yang signifikan dalam memenuhi kebutuhan pasar kerja yang dipengaruhi oleh praktik outsourcing.

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BENADIA LATIFAH and PUTRI AISYIYAH RAKHMA DEVI. "SELEKSI KARYAWAN OUTSOURCING MENGGUNAKAN METODE MULTI ATTRIBUTE UTILITY THEORY DENGAN PEMBOBOTAN RANK ORDER CENTROID." Jurnal INSTEK (Informatika Sains dan Teknologi) 7, no. 2 (August 30, 2022): 238–47. http://dx.doi.org/10.24252/instek.v7i2.31656.

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Dalam menyikapi era globalisasi, daya saing yang terjadi antar perusahaan akan meningkat pesat. Menarik serta merekrut kandidat yang tepat akan meningkatkan kualitas Sumber Daya Manusia (SDM) dalam sebuah perusahaan. Penelitian ini bertujuan untuk memberikan keputusan terhadap pemilihan karyawan outsourcing di PT.Winn Marzabumi. Dengan mengaplikasikan penerapan Multi Attribute Utility Theory dan Pembobotan Rank Order Centroid terhadap data para calon karyawan outsourching, adapun hasil penelitian dapat mengetahui calon karyawan dengan menggunakan kriteria dan bobot kriteria yang efektif seperti kesesuaian skill yang dibutuhkan, pengalaman kerja, pengalaman training, pendidikan terakhir, dan usia. Sehingga hasil pemilihan dengan mengaplikasikan penerapan Multi Attribute Utility Theory dan Rank Order Centroid bisa menjadi indikator penentuan karyawan outsourcing sesuai dengan bidang yang telah ditentukan.

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Lewis, Alfred. "Outsourcing." Disease Management and Health Outcomes 3, no. 1 (1998): 23–34. http://dx.doi.org/10.2165/00115677-199803010-00003.

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Vanmeenen, Karen. "Outsourcing." Afterimage 28, no. 2 (September 2000): 3. http://dx.doi.org/10.1525/aft.2000.28.2.3a.

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Harken, Shelby E. "Outsourcing." Cataloging & Classification Quarterly 23, no. 2 (December 9, 1996): 67–87. http://dx.doi.org/10.1300/j104v23n02_06.

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Strickland, Stephanie A. "Outsourcing." Journal of Library Administration 29, no. 2 (June 2000): 63–72. http://dx.doi.org/10.1300/j111v29n02_07.

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Turner, Brenda G. "Outsourcing." Journal of Library Administration 31, no. 1 (December 31, 2000): 55–65. http://dx.doi.org/10.1300/j111v31n01_04.

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SIMPSON, ROY L. "Outsourcing." Nursing Management (Springhouse) 26, no. 4 (April 1995): 22???24. http://dx.doi.org/10.1097/00006247-199504000-00005.

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Cram, Nick. "Outsourcing." Journal of Clinical Engineering 27, no. 4 (2002): 248. http://dx.doi.org/10.1097/00004669-200202740-00004.

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Scheschy, Virginia M. "Outsourcing." Technical Services Quarterly 16, no. 3 (March 1999): 31–41. http://dx.doi.org/10.1300/j124v16n03_03.

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Godfrey-Faussett, Matthew. "Outsourcing." Computer Law & Security Review 13, no. 3 (May 1997): 176–81. http://dx.doi.org/10.1016/s0267-3649(97)86896-3.

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Basar, Bilsen. "Outsourcing." Controlling 24, no. 7 (2012): 392–94. http://dx.doi.org/10.15358/0935-0381-2012-7-392.

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Greco, JoAnn. "OUTSOURCING:." Journal of Business Strategy 18, no. 4 (April 1997): 48–54. http://dx.doi.org/10.1108/eb039872.

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Forst, Leland I. "Outsourcing." Journal of Business Strategy 20, no. 3 (March 1999): 11–14. http://dx.doi.org/10.1108/eb040000.

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von Dobschütz, Leonhard, and Werner Prautsch. "Outsourcing." Controlling 5, no. 2 (1993): 100–107. http://dx.doi.org/10.15358/0935-0381-1993-2-100.

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Die Wirtschaftlichkeit der betrieblichen lnformationsverarbeitung stellt für viele Unternehmen ein Problem dar. Durch Outsourcing von IV-Infrastruktur und IV-Dienstleislungen wird versucht, Kosteneinsparungen zu erzielen und die IV-Wirtschaftlichkeit zu erhöhen. Es hat sich jedoch herausgestellt, dass Outsourcing nicht in allen Fällen die erhofften Einsparungen bringt und Make or Buy-Entscheidungen für die Informationsverarbeitung einer differenzierten Entscheidungsvorbereitung bedürfen. Leonhard von Dobschütz und Werner Prautsch zeigen in ihrem Beitrag die Problematik auf und erarbeiten die Vorbedingungen, die für Kosteneinsparungen durch Outsourcing notwendig sind. Wichtige Aspekte dabei sind die strategische Bedeutung der IV für das Unternehmen, die IV-Kompetenz im Unternehmen, die IV-Funktionen und Geschäftsprozesse. Bevor eine Outsourcing-Entscheidung getroffen wird, müssen nach Auffassung der Autoren interne Kostensenkungspotentiale zunächst ausgeschöpft und die eigene IV-Kompetenz sichergestellt werden.

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Chakravarty, Anindita, Rajdeep Grewal, Suprateek Sarker, and V. Sambamurthy. "Choice of Geographical Location as Governance Strategy in Outsourcing Contracts: Localized Outsourcing, Global Outsourcing, and Onshore Outsourcing." Customer Needs and Solutions 1, no. 1 (January 6, 2014): 11–22. http://dx.doi.org/10.1007/s40547-013-0004-6.

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Nemec, Juraj, Markéta Šumpíková, and Ina Ďurčeková. "Outsourcing verejného obstarávania obcami v Českej republike a jeho úspešnosť." Socio-Economic and Humanities Studies 11, no. 1 (November 1, 2020): 5–17. http://dx.doi.org/10.61357/sehs.v11i1.45.

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Jednou z najčastejších príčin rozhodnutia alternatívne zabezpečiť – outsourcovať - určitú internú službu je nedostatočná inštitucionálna kapacita realizovať danú službu alebo proces interným spôsobom. V podmienkach mimoriadne fragmentovanej územnej štruktúry Českej republiky je možné preto predpokladať, že outsourcing verejného obstarávania by mohol byť častým riešením. Cieľom tejto state bolo posúdiť rozsah a príčiny outsourcingu verejného obstarávania obcami v Českej republike a zhodnotiť jeho výsledky. Hodnotenie výsledkov sme realizovali z pohľadu „bezpečnosti“ – skúmali sme, do akej miery outsourcing verejného obstarávania znižuje riziko neúspechu obce v revíznych procesoch verejného obstarávania. Výsledky nášho skúmania na jednej strane potvrdzujú predpoklad, že obce v ČR často prikročia k outsourcovaniu procesu verejného obstarávania. Na druhej strane ale prinášajú aj mimoriadne zaujímavé špecifické zistenia, ktoré sú z pohľadu súčasnej miery poznania problematiky významne originálne. Prvým takým problémom je stav, že obce si v mnohých prípadoch nedokážu vybrať spoľahlivú firmu, ktorá by ich zastupovala kvalitne a obhájila svoje postupy v námietkovom konaní. Oslovení odborníci podali dve kľúčové vysvetlenia tohto stavu – obce vyberajú podľa ceny a obce nemajú kvalifikáciu na to, aby si dobre vybrali, kto ich bude zastupovať. Druhým doloženým problémom je využitie outsourcingu na manipuláciu výsledku verejnej zákazky.

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Foxman, Noah. "SUCCEEDING IN OUTSOURCING Cultivate the Outsourcing Relationship." Information Systems Management 11, no. 1 (January 1994): 77–80. http://dx.doi.org/10.1080/10580539408964625.

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Quilitzsch, Carsten, and Gabriel Hörnicke. "Personal-Outsourcing: Hinzurechnungsbesteuerung bei Outsourcing im Konzern." Internationale SteuerRundschau 12, no. 5 (May 1, 2023): 130–32. http://dx.doi.org/10.9785/isr-2023-120503.

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

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KUDINA, Olha, Viktoria VOYTKO, and Andriy TYRINOV. "ACCOUNTING OUTSOURCING." Ukrainian Journal of Applied Economics 5, no. 2 (May 7, 2020): 135–41. http://dx.doi.org/10.36887/2415-8453-2020-2-17.

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Abstract The interpretation of accounting outsourcing is considered. The concept of "outsourcing" from the standpoint of a commercial institution (as a full or partial delegation on contractual terms of a business process to ensure the quality of management of the entity to service an outsourcer specializing in the field) and outsourcing company (as an outsourcer, specializing in the relevant field, i.e. the implementation on the basis of the contract of a certain business process of the client company) is specified. Entities that take out certain business processes in accordance with the outsourcing agreement are listed. Objects of accounting, in particular for the outsourcer – the process of providing services to a new client, for the client company – the cost of outsourcing are determined. The classification of accounting outsourcing is considered, taking into account the requirements for its organization on the following grounds: time period (outsourcing of long-term and temporary nature); order of cooperation (outsourcing remote and stationary); implementation mechanism (cross and direct outsourcing); list of works (full and partial outsourcing). The list of accounting outsourcing services in Ukraine in general is given. The advantages of accounting outsourcing are shown: the cost of services is much lower than maintaining an accounting service; high qualification of employees of the outsourcing company allows to save money on staff training; the ability to clearly focus management on more important business processes than accounting; lack of turnover of accounting staff; protection against accounting errors, as the activities of many outsourcing companies are insured, in case of error, such firms pay fines. The shortcomings of accounting outsourcing by Ukrainian enterprises are analyzed: this is a possible outflow of information; forced change of outsourcing service provider; the need for production accounting by the enterprise itself to ensure greater efficiency, confidentiality; formal reporting by an outsourcing company. Accounting outsourcing is a promising area for businesses, but you need to be careful when choosing an outsourcing company. The analyzed advantages and disadvantages of accounting outsourcing will allow further research related to the justification of the feasibility and effectiveness of this type of outsourcing services. Keywords: outsourcing, outsourcer, outsourcing company, accounting outsourcing

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Zehnder, Adalbert. "Sozusagen verheiratet." kma - Klinik Management aktuell 13, no. 05 (May 2008): 8. http://dx.doi.org/10.1055/s-0036-1574673.

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Der Kaiser ist tot – es lebe der Kaiser: Dieser zweigesichtige Spruch aus alten Zeiten illustriert anschaulich die sich wandelnde Bedeutung des Outsourcings im Gesundheitswesen. “Outsourcing ist out”, sagen die einen. Und die anderen prophezeien zugleich eine weiter wachsende Auslagerung von Dienstleistungen, die nicht zum Krankenhauskerngeschäft zählen. Was sich ändert, sind nicht die Geschäftsbeziehungen an sich. Dafür aber deren Form und Qualität.

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Rahman, Taufiq El, R. A. Antari Innaka, Ari Hernawan, Ninik Darmini, and Murti Pramuwardhani Dewi. "ASAS KEBEBASAN BERKONTRAK DAN ASAS KEPRIBADIAN DALAM KONTRAK-KONTRAK OUTSOURCING." Mimbar Hukum - Fakultas Hukum Universitas Gadjah Mada 23, no. 3 (February 3, 2012): 583. http://dx.doi.org/10.22146/jmh.16178.

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The freedom of contract applies for parties n outsourcing contracts, even though it is not applicable for outsourcing worker. There are violation in personality principle where the outsourcing contract is applicable for third party. The legal protection for outsourcing worker is also weak. Asas kebebasan berkontrak berlaku bagi para pihak dalam perjanjian outsourcing tetapi tidak berlaku bagi tenaga kerja outsourcing. Terdapat penyimpangan terhadap asas kepribadian, dimana perjanjian outsourcing berlaku bagi tenaga kerja outsourcing yang berkedudukan sebagai pihak ketiga. Perlindungan hukum bagi tenaga kerja outsourcing relatif lemah.

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Lok, Ka Leung, and David Baldry. "Facilities management outsourcing relationships in the higher education institutes." Facilities 33, no. 13/14 (October 5, 2015): 819–48. http://dx.doi.org/10.1108/f-05-2014-0043.

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Purpose – This paper aims to test the nine corollaries concerning the determinants of outsourcing relationship dimensions, strategic manoeuvres, clients’ and service providers’ evaluation regarding outsourcing category and outsourcing relationship types.The paper has the purpose of reviewing the concept of outsourcing in relation to FM, dealing with service providers’ performance and its effect on clients before providing a comprehensive discussion of outsourcing. Design/methodology/approach – A conceptual approach is adopted, suggesting that a study of outsourcing relationship between clients and service providers from these theoretical perspectives is used to develop corollaries about the relationships between the strategic manoeuvres identified and the different dimensions of outsourcing relationship. The corollaries are examined using non-parametric tests. Findings – The model of the facilities management (FM) outsourcing relationships presented in the paper shows performance of outsourcing services through evaluation of outsourcing categories on current and future FM contracts of clients and service providers. As a template of outsourcing relationships, the model is the context for predicting the important outsourcing categories to the future four FM outsourcing contracts, such as building maintenance, security, cleaning and catering. On prediction of those FM contracts, there is an inclination to the types of in-house and technical expertise on category of FM outsourcing relationship types from clients, whilst there is an equal inclination to the type of in-house outsourcing category from service providers. Originality/value – Management on outsourcing relationships between clients and service providers is now essential for effective outsourcing in FM. This paper provides an intriguing insight into how the effect of outsourcing relationships can be strategically implemented into the performance of service providers.

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George, Beena, Rudy Hirschheim, and Alexander von Stetten. "Through the lens of social capital: a research agenda for studying IT outsourcing." Strategic Outsourcing: An International Journal 7, no. 2 (June 10, 2014): 107–34. http://dx.doi.org/10.1108/so-12-2013-0025.

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Purpose – This paper proposes a new research agenda for information technology (IT) outsourcing,motivated by the belief that the social capital concept enables IT outsourcing researchers to capture more of the nuances of the client–vendor relationship in IT outsourcing arrangements. Design/methodology/approach – The paper builds a comprehensive framework of social capital based on Nahapiet and Ghoshal (1998) to examine the IT outsourcing life cycle. Past research on IT outsourcing is examined applying the parameters of the framework to identify issues that have been addressed in research on IT outsourcing and to uncover the gaps in past research. Findings – The social capital framework is applied to IT outsourcing which suggests new avenues for future outsourcing research. Research limitations/implications – While past research has identified success factors for IT outsourcing, a significant number of outsourcing arrangement still fail to meet expectations. The research agenda presented in this paper encourages an examination of IT outsourcing from a different perspective to determine how to successfully manage IT outsourcing. Originality/value – The paper provides a new framework that is useful for identifying the relationships among past research in IT outsourcing as well as for identifying potential topics for future research.

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Sujoko, Ajik. "Menggagas Sistem Pengupahan dan Kesejahteraan Pekerja Outsourcing di Pemerintah dalam Pengadaan Publik." Administrative Law and Governance Journal 1, no. 4 (November 27, 2018): 436–46. http://dx.doi.org/10.14710/alj.v1i4.436-446.

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AbstractAcceptance of wages and welfare of outsourcing workers in government an interesting thing to be discussed. The first, because wages and welfare in outsourcing are quite relevant issues for labor conditions. Second, through outsourcing, the government is able to accommodate outsourcing workers whose trends increase each year. Third, the government are not in the form of the company but are already used to implementing outsourcing practices. Fourth, the tendency of private participation to improve the performance of the government which is profit oriented. Of the four discussions and cases of outsourcing in some places, the attractive position of outsourcing workers is always in a weak position and an uncertain future, including in government. By reviewing the practice of procurement process of government goods/services, through this article contributes and encourages to government and outsourced employers has the ability and willingness to provide wages and welfare of outsourcing workers. How wages and welfare are enjoyed and accepted by outsourcing workers, through public procurement can be done adequacy of the procurement budget, provider selection process that follows labor regulations and contracting properly with the providerKeywords: Wages, Welfare, Outsourcing Workers, Procurement Of Goods/ServicesAbstrakPenerimaan upah dan kesejaheteraan pekerja outsourcing di pemerintah hal yang menarik untuk didiskusikan. Yang pertama, karena upah dan kesejahteraan dalam outsourcing merupakan masalah yang cukup relevan menggambarkan kondisi tenaga kerja. Kedua, melalui outsourcing pemerintah mampu menampung pekerja outsourcing yang cenderung naik tiap tahun. Ketiga, pemerintah bukan sebuah perusahaan, namun telah biasa menggunakan praktik outsourcing. Keempat, kecenderungan partisipasi swasta untuk meningkatkan kinerja pemerintah yang berorientasi pada keuntungan. Dari empat diskusi dan kasus outsourcing di sebagian tempat, menariknya posisi pekerja outsourcing selalu dalam posisi yang lemah dan masa depan yang tidak pasti, termasuk di pemerintahan. Dengan melihat praktek proses pengadaan barang/jasa pemerintah, melalui artikel ini diharapkan memberikan kontribusi dan dorongan kepada pemerintah dan pengusaha outsourcing memiliki kemampuan dan kemauan untuk menyediakan upah dan kesejahteraan pekerja outsourcing. Bagaimana upah dan kesejahteraan dapat dinikmati dan diterima oleh pekerja outsourcing melalui pengadaan publik, dapat dilakukan dengan menyediakan kecukupan dari anggaran pengadaan, proses pemilihan penyedia yang mengikuti peraturan ketenagakerjaan dan kontrak dengan penyedia secara benar.Kata kunci: Upah, Kesejahteraan, Pekerja Outsourcing, Pengadaan Barang/Jasa

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Yadav, Vanita, and B. A. Metri. "Outsourcing Contract Success." International Journal of Innovation in the Digital Economy 1, no. 4 (October 2010): 41–53. http://dx.doi.org/10.4018/jide.2010100104.

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Despite the phenomenal growth in outsourcing of various business functions like Enterprise Systems outsourcing, IT outsourcing, and Business Process outsourcing, there has been relatively less attention given to the high-risk area of outsourcing contracts. In this regard, contract has been the conventional medium for governing outsourcing relationships. This study aims to bring forward the importance of quality in the entire contracting process, involving contract planning, pre-contract negotiation, contract formulation, and post-contract management. Specifically, the objective of this paper is to posit a quality framework for planning and analyzing outsourcing contracts that will in turn help in achieving outsourcing success. The framework proposed can be a useful guiding lens for practitioners and researchers associated with outsourcing work.

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Fedorova, Svetlana. "IT outsourcing development trends." SHS Web of Conferences 106 (2021): 03004. http://dx.doi.org/10.1051/shsconf/202110603004.

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IT outsourcing is one of the new types of outsourcing. One of the current trends is the use of IT instead of other types of outsourcing. IT outsourcing implies the maintenance of the entire information infrastructure of a company (or individual components) by a third-party company, which specializes in these processes. This is a refusal to hire information technology specialists. There is no universal classification of IT outsourcing services. Several types of IT outsourcing can be distinguished: external and internal; resource and functional; outsourcing of IT infrastructure, IT processes or full outsourcing; disposable and long-term; main and additional. The IT outsourcing has a number of advantages: financial savings, the ability to engage in specialized activities, professional services, promptness of implementation of new technologies. IT outsourcing has some disadvantages: data security, trade secrets, and poor-quality services. Before using IT outsourcing services, a company should analyze business processes, determine the economic efficiency, and conclude a contract.

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Young, Suzanne. "Outsourcing and Downsizing: Processes of Workplace Change in Public Health." Economic and Labour Relations Review 13, no. 2 (December 2002): 244–69. http://dx.doi.org/10.1177/103530460201300206.

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Throughout the 1990s, public hospitals embarked on a range of benchmarking exercises for support services, often accompanied by downsizing and, in some cases, outsourcing. These support services included clinical areas such as, radiology, pharmacy and pathology, and non-clinical areas of catering and cleaning, engineering and environmental services. The impetus for this trend was the introduction of the Federal Government's National Competition Policy with its rationale that private sector pressures and competition would make the public sector more efficient. Through a case study approach, this paper discusses this process at two public hospitals, the aim being to investigate the reasons for outsourcing, outsourcing's interconnectedness with downsizing, and the implications at the workforce level. Workplace issues discussed include consultation between management, unions and employees, changes to employee numbers and work practices, maintenance of workplace conditions, implications for staff recruitment and retention, and the relative power of management and unions. It concludes that benchmarking, outsourcing and downsizing have all been used to bring about workplace change. Whilst the choice between processes may be dependent on management perception of the workplace environment, implications for the workplace from each process have been similar.

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ZAKHARCHENKO, Vitalii, Oksana KOVALYK, and Illia PARYNIUK. "Organization of outsourcing activity at Ukrainian enterprises." Economics. Finances. Law 2/2024, no. - (February 29, 2024): 6–8. http://dx.doi.org/10.37634/efp.2024.2.1.

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Introduction. Outsourcing is the best strategy to be ahead of the competition in today's market. Researches indicate that the activity of outsourcing companies is strongly affected by the war, which is relevant for Ukrainian companies. But, despite the fact that the topic of outsourcing activities is actively discussed in the scientific literature, not enough attention is paid to the issue of describing specific stages of the implementation of this activity at enterprises. The purpose of the paper is to determine the most optimal stages of the implementation of outsourcing activities at a Ukrainian enterprise in modern conditions. Results. Because of different problems exists a need to develop appropriate stages of outsourcing activities at Ukrainian enterprises. The first stage shows whether outsourcing is profitable. At the second stage, clear goals for outsourcing are expected to be established. The third stage describes the development of a description of the project, and the fourth stage is the selection of an appropriate outsourcing engagement model. At the fifth stage, the project budget and payment terms are established. The sixth and seventh stages involve planning and appointing an outsourcing manager, who in the eighth stage should send the project description to the relevant firms and review the proposals. The ninth stage is to choose an outsourcing company. At the tenth stage, risks associated with outsourcing are managed. The results and processes of outsourcing activities need to be monitored at the eleventh stage. The twelfth stage includes evaluating and adjusting the outsourcing, and the last stage is the outsourcing report. Conclusion. Outsourcing is a process that delegates some responsibilities and functions of the company to specific service providers. To create a successful outsourcing strategy at Ukrainian enterprises, it is advisable to implement thirteen stages of outsourcing activities. These stages should include the implementation of outsourcing opportunities and the management of related risks. Identifying risks with planned appropriate actions to mitigate them will set the company up for an active response. Understanding the implications of risk will help enterprise to have a control over the outsourcing process.

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Ren, Jianhua, and Hongzhen Lei. "Research on outsourcing level measurement and influencing factors of China’s agricultural listed companies." E3S Web of Conferences 275 (2021): 03077. http://dx.doi.org/10.1051/e3sconf/202127503077.

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Outsourcing is beneficial for enterprises to integrate production factors, strengthen core forces and realize value chain appreciation. Based on the data of 42 agricultural listed companies from 2,015 to 2,019, the outsourcing level of agricultural enterprises was measured, and the influencing factors of agricultural enterprise outsourcing were analyzed. The results show that the level of outsourcing of agricultural enterprises in 2015 to 2,019 showed a slow downward trend, the outsourcing level of agricultural enterprises has policy continuity, and the outsourcing level of the current period is affected by the outsourcing level of the previous period; the larger the market scale, the higher the proportion of business outsourcing; and the transaction costs significantly inhibit the outsourcing decision of agricultural enterprises. Finally, the paper puts forward the policy suggestions to promote the healthy development of the agricultural outsourcing market.

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Liu, Chen, Baofeng Huo, Shulin Liu, and Xiande Zhao. "Effect of information sharing and process coordination on logistics outsourcing." Industrial Management & Data Systems 115, no. 1 (February 2, 2015): 41–63. http://dx.doi.org/10.1108/imds-08-2014-0233.

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Purpose – The purpose of this paper is to test how integrative mechanisms, including information sharing and process coordination, influence logistics outsourcing, and how logistics outsourcing influence performance from an extended RBV perspective. Design/methodology/approach – The structural equation modeling (SEM) method is used to examine the proposed model, based on data collected from 361 companies in greater China. Findings – Integrative mechanisms are helpful for logistics outsourcing (basic, customized, and advanced outsourcing). Specially, information sharing contributes to customized and advanced outsourcing, but has no significant effect on basic outsourcing. In contrast, process coordination improves basic and advanced outsourcing, but insignificantly influences customized outsourcing. Besides, each type of logistics outsourcing has differently effects on 3PL users’ performance. This study contributes to 3PL theories and practices. Originality/value – This study empirically examines the antecedents and the outcomes of logistics outsourcing, contributing to 3PL literature and practices.

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Garofolo, Wei, and Fabio Garofolo. "Global outsourcing." Bioanalysis 2, no. 2 (February 2010): 149–52. http://dx.doi.org/10.4155/bio.09.183.

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Aleksandr Golts. "WAR OUTSOURCING." Current Digest of the Russian Press, The 73, no. 042 (October 17, 2021): 18–20. http://dx.doi.org/10.21557/dsp.71461058.

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