Journal articles: 'Social outsourcing'

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Fu, Qiang, Jie Gong, and I. P. L. Png. "Law, social responsibility, and outsourcing." International Journal of Industrial Organization 57 (March 2018): 114–46. http://dx.doi.org/10.1016/j.ijindorg.2018.01.002.

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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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Stoeckle, Anabel. "Outsourcing labor." Österreichische Zeitschrift für Soziologie 43, no. 1 (March 2018): 85–97. http://dx.doi.org/10.1007/s11614-018-0289-7.

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Chen, Haowen, Qiang Qu, Yexiong Lin, Xia Chen, and Keqin Li. "Authenticity verification on social data outsourcing." Computers & Security 100 (January 2021): 102077. http://dx.doi.org/10.1016/j.cose.2020.102077.

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Шадрин, В., and V. Shadrin. "OUTSOURCING IN SOLVING ECONOMIC AND SOCIAL PROBLEMS OF SINGLE-INDUSTRY TOWNS." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2018, no. 2 (March 25, 2018): 157–61. http://dx.doi.org/10.21603/2500-3372-2018-2-157-161.

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<p>Development and improvement of single-industry towns remain a burning issue not only because of the entrepreneurship and business development on the respective territories but mostly because of the need to improve the quality of life and prevent outflow of working population. Other acute problems involve the advanced development of problem areas, as well as the use of modern tools to disclose the potential for socio-economic development of single-industry towns. Outsourcing can be considered such a tool, if improved. The existing practice and experience of using outsourcing for diversification of single-industry economy and development of small and medium-sized businesses show the dependence of outsourcers on the economic situation of city-forming enterprises. The paper features an analysis of the world experience in outsourcing approach for single-industry cities. It is proposed to use outsourcing as a problem solving tool for single-industry towns. Together with large companies, cityforming enterprises and service industries, outsourcing can play an important role in solving social problems, in particular through "social outsourcing".</p>

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ÖZDENİZCİ KÖSE, Büşra. "AN ANALYSIS ON THE ROLE OF SOCIAL NETWORK STRUCTURE IN IT OUTSOURCING PROJECT REALIZATION." Business & Management Studies: An International Journal 7, no. 5 (December 25, 2019): 2052–72. http://dx.doi.org/10.15295/bmij.v7i5.1268.

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Information Technology (IT) outsourcing practices are increasing due to valuable strategic benefits such as cost savings, value-added activities, high quality systems, risk reduction, efficiency and competitiveness, compliance and security, and more. Today, managing the outsourcing relationship between client and vendor has become one of the significant issues to be considered for the sustainability of outsourcing interaction and the success of project outcomes. This study examines the importance of social interaction structure on project success and examines how relationship dynamics are realized between the client and vendor side through a case of “failed” IT outsourcing project. This case study puts forward the importance of IT outsourcing on project success with an interpretive analysis. In this regard, the study examines the IT outsourcing project participants’ needs, the communication dynamics and the social network model in terms of structural and tie properties; and sheds light on the hidden issues of failed IT outsourcing projects for practitioners and researchers.

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Sargeant, Janine, and Reg Whitaker. "Outsourcing Big Brother." AQ: Australian Quarterly 73, no. 1 (2001): 26. http://dx.doi.org/10.2307/20637970.

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Leng, Jie Wu, Ping Yu Jiang, Fu Qiang Zhang, and Wei Cao. "Framework and Key Enabling Technologies for Social Manufacturing." Applied Mechanics and Materials 312 (February 2013): 498–501. http://dx.doi.org/10.4028/www.scientific.net/amm.312.498.

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The role of manufacturing has changed from a producer of products and services to one that integrates the whole industry value chain. In this situation, this paper proposed a new-type networked manufacturing mode which is called outsourcing-driven social manufacturing (od-SM) to solve complex manufacturing problems and perform large-scale collaborative manufacturing. First, the framework of od-SM is proposed. Then, some key enabling technologies such as modeling and community structure of outsourcing-driven social manufacturing network (od-SMN) and generation of outsourcing-driven transient machining system (od-TMS) are talked about in detail. Finally, the conclusions and future work are put forward.

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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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Nicholson, Brian, Ron Babin, and Steve Briggs. "Exploring the effects of liminality on corporate social responsibility in inter-firm outsourcing relationships." Journal of Information Technology 32, no. 1 (March 2017): 47–61. http://dx.doi.org/10.1057/jit.2015.24.

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This article draws on the evidence gathered from a corporate social responsibility (CSR) research project in the area of global information technology (IT) outsourcing to examine the impact of liminality. IT outsourcing offers a novel context to study this phenomena, as it operates across the boundaries of both firm and country. The case study focuses on the specific project of a school in India, as the liminal space found ‘betwixt and between’ the client and provider of IT outsourcing services. Three stages of liminality are identified: separation (divestiture), transition (liminality) and incorporation (investiture); through the interpretive analysis of the empirical material. The construct of communitas is proposed for analysing the impact of liminality on the relationship between an outsourcing client and the provider. The understanding of liminality and communitas has both theoretical and practical implications, and contributes to the understanding of relationships and the wider role of CSR in global IT outsourcing.

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de Ruijter, Esther, and Tanja van der Lippe. "Getting Outside Help." Journal of Family Issues 30, no. 1 (August 4, 2008): 3–27. http://dx.doi.org/10.1177/0192513x08324579.

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This article examines the influence of trust problems on the use of domestic outsourcing by couples from a gender perspective. The authors argue that trust problems matter in outsourcing decisions, because an outsider enters the privacy of the household and takes over tasks of special value. Analyses of data from a survey among 740 Dutch couples show that trust problems faced by female partners influence the outsourcing of female tasks, and the same reasoning applies to male partners. Partners who are more trusting toward others are more likely to outsource own-gender tasks. Conversely, greater skills reduce the trust problem for opposite-gender tasks, that is, men's skills increase the likelihood of outsourcing child care, whereas women's skills increase the outsourcing of home maintenance.

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Piedrahita Vargas, Camilo, and Martha Elisa Monsalve. "Labor outsourcing: between efficiency and social equity." CES Derecho 7, no. 1 (2016): 3–10. http://dx.doi.org/10.21615/cesder.7.1.1.

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ZVONAR, V. P. "Outsourcing Model of the Corporative Social Responsibility." Demography and social economy, no. 2 (November 20, 2009): 123–31. http://dx.doi.org/10.15407/dse2009.02.123.

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Watkins, Susan Cotts, Ann Swidler, and Thomas Hannan. "Outsourcing Social Transformation: Development NGOs as Organizations." Annual Review of Sociology 38, no. 1 (August 11, 2012): 285–315. http://dx.doi.org/10.1146/annurev-soc-071811-145516.

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Babin, Ron, Steve Briggs, and Brian Nicholson. "Corporate social responsibility and global IT outsourcing." Communications of the ACM 54, no. 9 (September 2011): 28–30. http://dx.doi.org/10.1145/1995376.1995387.

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Qu, Wen Guang, and Alain Pinsonneault. "Country Environments and the Adoption of IT Outsourcing." Journal of Global Information Management 19, no. 1 (January 2011): 30–50. http://dx.doi.org/10.4018/jgim.2011010102.

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Research on information technology (IT) outsourcing adoption has been confined to a single-country perspective. The understanding of how country-specific variables influence the adoption of IT outsourcing is limited. This study uses new institutional economics to build a framework that links country-level factors to the adoption of IT domestic outsourcing. The authors suggest that country-level factors, such as the maturity of the IT-related legal system, social trust, uncertainty avoidance, Internet penetration, and the maturity of the IT outsourcing market, affect the opportunism costs and coordination costs involved in domestic IT outsourcing and influence its adoption among firms. The results show that the maturity of the IT-related legal system, social trust, and the maturity of the IT outsourcing market are positively associated with IT outsourcing adoption. The authors conclude the paper with a discussion of the study’s implications for practice and future research.

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KOVTUNENKO, Kseniia, Oleksandr KOVALENKO, and Olena STANISLAVYK. "Features of providing the efficiency of social and labor relations of university personnel by its outsourcing." Economics. Finances. Law, no. 11 (November 21, 2019): 25–29. http://dx.doi.org/10.37634/efp.2019.11.5.

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Introduction. Under conditions of today the labor management system in the institution of higher education is tasked with finding new more effective forms of labor, how to increase the motivation of workers, material and moral interest of employees in work, reduce or even eliminate potential conflicts, how to ensure consistency in management personnel activities and performers, etc. Purpose. The purpose of the article is to investigate the features of ensuring efficiency of social and labor relations of university personnel during its outsourcing. Results. The features of ensuring the effectiveness of social and labor relations of the higher education institution personnel during its outsourcing are considered. The main problems that affect the effectiveness of social and labor relations during outsourcing the personnel of higher education institution are highlighted. The basic criteria and corresponding indicators of social and labor relations optimization and labor processes during outsourcing of the personnel of higher education institution are characterized: economic, social, psychophysiological, technical. It is noted that the results of this study may be useful to specialists dealing with the problems of increasing the efficiency of outsourcing and its use in higher education institutions under modern conditions. Conclusion. The effectiveness of social and labor relations during outsourcing the higher education institution personnel is defined as the aggregate usefulness and benefit of its implementation in relation to the additional costs of its implementation, as well as when comparing with the previous result of the activity. By its essence optimization of labor processes comes down to achieving complex of economic, social, psychophysiological and technical goals, about achievement level of which necessary to draw a conclusion on the basis of certain criteria. The concrete expression of these criteria through a system of empirical indicators needs further elaboration, so there is a need to develop the method for evaluating effectiveness of social and labor relations when outsourcing the higher education institution personnel.

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Madon, Shirin, and Sandesh Sharanappa. "Social IT outsourcing and development: theorising the linkage." Information Systems Journal 23, no. 5 (March 27, 2013): 381–99. http://dx.doi.org/10.1111/isj.12013.

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Orlova, I. S., and G. M. Tsinchenko. "Outsourcing Public Services to the Social Services System." Administrative Consulting, no. 12 (February 2, 2021): 140–48. http://dx.doi.org/10.22394/1726-1139-2020-12-140-148.

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Nayak, Bimal Chandra, Gopal Krishna Nayak, and Debasish Jena. "Social recognition and employee engagement: The effect of social media in organizations." International Journal of Engineering Business Management 12 (January 1, 2020): 184797902097510. http://dx.doi.org/10.1177/1847979020975109.

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In the contemporary dynamic business context (characterized by stiff competition, high uncertainty, growth of global as well as virtual organizations, etc.), setting up systems for recognizing and engaging employees which need constant endeavor from present-day organizations. Hence, organizations are actively exploring and adopting novel initiatives through strategies platforms for their employer engaging effort, moving the organization image to the “company of employee’s choice” and connecting their strategic talent acquisition supply chain into that eco-system. Qualitative data analysis through 65 semi-structured interviews with employees working with various Software and Research & Development sectors, Human Resources and Talent Management professionals working for information technologies companies, IT-enabled (Business Process Outsourcing) BPO, and KPO (Knowledge Process Outsourcing) Services, as well as talent acquisition organizations, confirm the utilization of social media for social recognition & employee engagement in their organizations. The study contributes to the fields of talent management and social networks and has several key messages for practitioners regarding the expediency and effectiveness of social networks in organizations.

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Heinecken, Lindy. "Outsourcing Public Security." Armed Forces & Society 40, no. 4 (June 19, 2013): 625–46. http://dx.doi.org/10.1177/0095327x13489974.

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Mathrani, Anuradha, and Sanjay Mathrani. "Relational governance in outsourcing partnerships." Competitiveness Review 26, no. 4 (July 18, 2016): 435–52. http://dx.doi.org/10.1108/cr-03-2015-0017.

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Purpose The paper aims to capture the nuances of two client–supplier relationships to offer new insights on the influences of transactional, knowledge and social elements in outsourcing partnerships. Design/methodology/approach The study has used descriptive case studies with narrative storylines. Interviews were conducted with three relationship managers (boundary gatekeepers) to understand preferred governance practices between clients and suppliers in diverse economic markets. Findings Experiences of three real-life cases engaged in offshore outsourcing have helped to identify the market, operational knowledge and social influences in a relational exchange. Findings reveal that offshore partnerships are first constituted with service-level agreements, which set control measures and layout business expectations from both partners. Boundary gatekeepers bring further accountability across firms by designing social networks for capturing and sharing of knowledge, thereby reducing each partner’s perception of risk. As firms evaluate transactional, knowledge and social elements for building a futuristic relational exchange, more disaggregated and dispersed enterprises evolve as new opportunities are explored in foreign markets. Research limitations/implications The retrospective nature of the client–supplier partnership is a limitation in this research study. However, retrospection adds to experience, and to practice perspectives made in hindsight, and therefore has a positive influence in this study. Originality/value This paper shares real-world experiences that can be used by scholars and practitioners to better understand how relational governance practices operate in a global socio-economic setting.

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Wang, Chuang-Wei, and Ke-Ming Tang. "Exploration of Mode of Software Service Outsourcing Talents Training Based on School-Enterprise Cooperation and Engineering Education." International Journal for Innovation Education and Research 4, no. 5 (May 31, 2016): 85–91. http://dx.doi.org/10.31686/ijier.vol4.iss5.541.

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With the rapid development of international service outsourcing industry, the supply and demand uncoordinated problem between talent training modes and service outsourcing enterprises arises. In order to adapt to the knowledge-based economy and social development, our university has done some exploration work in IT service outsourcing talent training with some methods and measures taken, which the culture results obtained aims at providing a reference information for the high-quality IT service outsourcing personnel training and educational reform.

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Leng, Jiewu, Pingyu Jiang, and Mei Zheng. "Outsourcer–supplier coordination for parts machining outsourcing under social manufacturing." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 231, no. 6 (May 11, 2015): 1078–90. http://dx.doi.org/10.1177/0954405415583883.

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Increasing global competition has forced many manufacturing enterprises (outsourcers) to focus on their core competences and outsource low value-added parts machining activities to suppliers to increase product quality and productivity as well as cut cost. While outsourcers or suppliers coordinate their decisions with partners for parts machining outsourcing, the present problem is how to timely achieve the most beneficial portfolio with the goal of gaining mutual benefit in a game structure. Based on the investigation conducted in Weinan National High-New Technology Zone of China, this article identifies several typical outsourcer–supplier Stackelberg game models for the order coordination of parts machining outsourcing and investigates one scenario of them in detail. Then, to solve the established bi-level programming model corresponding to the Stackelberg game, a solution procedure based on modified imperialist competitive algorithm is proposed. Finally, a case from a printing machinery enterprise is analyzed to validate the proposed model. This research is expected to improve the quality and effectiveness of coordination decision-making in parts machining outsourcing.

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Etokudoh, Emah Patrick, Mehraz Boolaky, and Mridula Gungaphul. "Third Party Logistics Outsourcing: An Exploratory Study of the Oil and Gas Industry in Nigeria." SAGE Open 7, no. 4 (October 2017): 215824401773556. http://dx.doi.org/10.1177/2158244017735566.

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Not much has been researched in logistics outsourcing in the emerging countries, particularly in the oil and gas industry. This article investigates the feasibility of logistics outsourcing by the international oil and gas companies in the emerging business environment of Nigeria. An exploratory, multicase, qualitative approach was applied, involving 40 interviewees in three international oil companies and three of their logistics service providers. Findings reveal that vendors’ capabilities, host community issues, joint venture influence, and employees’ reactions challenge international oil companies’ logistics outsourcing implementation while relationship management, contract management, and change management skills enable them handle these challenges. The results also show that surveyed organizations implement logistics outsourcing piecemeal and need to scale up their current capabilities to effectively integrate logistics outsourcing. The research confirms logistics outsourcing is achievable in Nigeria, but requires synergies and symbiosis between the oil companies and their local vendors.

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Ndubisi, Nelson Oly, and Arne Nygaard. "The ethics of outsourcing: when companies fail at responsibility." Journal of Business Strategy 39, no. 5 (September 17, 2018): 7–13. http://dx.doi.org/10.1108/jbs-03-2018-0037.

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Purpose The purpose of this paper is to demonstrate that costs reduction is no longer a complete indication of performance and should not be attained at the expense of the firm’s sustainable social responsibility and environmental aspects. The question of whether outsourcing is a “blessing” or a “lesson” remains unresolved in the minds of practitioners and researchers alike. The literature is replete with the up- and down-sides of outsourcing, all going in different directions, making it very cumbersome particularly for practitioners to articulate when and what to outsource (if at all) and how to contain or mitigate outsourcing downsides. Design/methodology/approach Outsourcing as a two-edged sword can be value creating strategy or a firm’s soft spot. This paper focusses on the latter through a review of sourcing in two leading multinational companies: Benetton, in the fast fashion industry, and Nestlé, in the food industry. Findings Benetton experienced the biggest catastrophe in the garment industry, the Rana Plaza collapse. Nestlé went through the horse meat scandal, perhaps one of the most complex food crime cases in history. Both cases illustrated the strategic vulnerability that arises from the international outsourcing of production. Research limitations/implications Clearly, production costs are no longer a complete indication of performance as the two cases unveil. Management control systems should be especially vigilant when outsourcing transfers social and environmental responsibility from one contract to another in a global business context. Monitoring costs cannot be outsourced when it comes to sustainable social responsibility and environmental aspects. Practical implications Firms can leverage relationships with stakeholder groups, activists and NGOs to help them to monitor their international operations. Institution-based trust to protect brands, increased integration and control are necessary mechanisms. Originality/value Indeed, global outsourcing in any industry should transfer not only industrial operations but also credible and responsible social and environmental benchmarks.

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Passos, Rachel Gouveia, and Cláudia Mazzei Nogueira. "Outsourcing and the sociosexual and racial division of labor." Revista Katálysis 21, no. 3 (December 2018): 484–503. http://dx.doi.org/10.1590/1982-02592018v21n3p484.

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Abstract This work seeks to analyze outsourcing with an emphasis on the socio-sexual and racial division of labor. We understand that there is differentiation about the outsourcing biases in the case of black women since Brazilian social formation is based on racism, patriarchy, and colonialism. Therefore, the article is presented in three parts: first, we bring elements that define what outsourcing is; then we approach this phenomenon in the public sector, and finally, we deal with the topic of outsourcing and its effects from the sociosexual and racial division of labor.

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Bagga, Teena. "Jaypee takes the express-way to strategic HR." Human Resource Management International Digest 23, no. 1 (January 12, 2015): 18–20. http://dx.doi.org/10.1108/hrmid-12-2014-0159.

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Purpose – Details some of the advantages and pitfalls of human resource (HR) outsourcing. Design/methodology/approach – Refers in particular to Jaypee Infratech’s outsourcing the employment of toll staff on its Yamuna express-way to HR-services company TeamLease. Findings – Explains that the main advantage of the arrangement is that it gives employees of the Jaypee HR department more time to concentrate on such strategic work such as organizational performance. Practical implications – Reveals that Jaypee keeps a strict check on the working hours, payroll, benefits and performance appraisal of the toll employees and endeavors to ensure that they are not treated unfairly. Social implications – Considers, briefly, some of the social and legal implications of HR outsourcing. Originality/value – Illustrates how some of the potential pitfalls of HR outsourcing can be overcome – or at least some of the risks alleviated.

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Shen, Jie. "Human resource outsourcing: 19902004." Journal of Organisational Transformation & Social Change 2, no. 3 (December 2005): 275–96. http://dx.doi.org/10.1386/jots.2.3.275/1.

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Feeney, Mary K., and Craig R. Smith. "Social Embeddedness in Outsourcing: What Shapes Public Managers' Perceptions?" Public Performance & Management Review 31, no. 4 (June 1, 2008): 517–46. http://dx.doi.org/10.2753/pmr1530-9576310402.

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Yao, Xin, Yizhu Zou, Zhigang Chen, Ming Zhao, and Qin Liu. "Topic-based rank search with verifiable social data outsourcing." Journal of Parallel and Distributed Computing 134 (December 2019): 1–12. http://dx.doi.org/10.1016/j.jpdc.2019.07.003.

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Van Der Lippe, Tanja, Kea Tijdens, and Esther De Ruijter. "Outsourcing of Domestic Tasks and Time-saving Effects." Journal of Family Issues 25, no. 2 (March 2004): 216–40. http://dx.doi.org/10.1177/0192513x03257425.

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The increased participation of women in paid labor has changed the organization of domestic work. This article deals with a strategy to cope with remaining domestic duties; to what extent are domestic tasks outsourced, what are the main determinants, and does it indeed save time spent on housework? Five outsourcing options are investigated: domestic help, take-out meals, the microwave, the dishwasher, and the dryer. Hypotheses are formulated with respect to household resources, time availability, demand, and adaptability to new appliances. These hypotheses (except the adaptability hypothesis) assume that outsourcing saves time. This underlying assumption is tested as well. Using time budget data of the Dutch population in 1995, results show that especially households with higher incomes and double earners more often make use of all kinds of outsourcing options. Furthermore, the domestic help as well as the dishwasher saves time for women, whereas the microwave is time saving for men.

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ANDOW, Afang Andow, Zainab DABO, and Enenche Cletus EJEH. "IMPACT OF OUTSOURCING ON ORGANIZATIONAL PERFORMANCE OF LISTED FOOD AND BEVERAGES FIRMS IN NIGERIA." LASU Journal of Employment Relations & Human Resource Management 1, no. 1 (December 1, 2018): 156–66. http://dx.doi.org/10.36108/ljerhrm/8102.01.0181.

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The study examines the impact of outsourcing on organizational performance of listed food and beverage firms in Nigeria. In spite of the rapid drift in outsourcing, there are limited published sources of literature related to outsourcing in Nigeria, and also previous studies shows contradictory results. The study uses a correlation design, and used secondary data as the main instrument of data collected from the financial statements of the firms contained in the fact-book of the Nigeria Stock Exchange (NSE). The population and sample of the study includes all the eighteen (18) food and beverages firms listed on the floor of the Nigeria stock exchange between2007-2016. Ordinary Lease square (OLS) regression analysis using statistical package for social science (SPSS) was employed to analyze the data and test the hypotheses. The findings reveal that both business process outsourcing and knowledge process outsourcing have a positive and significant impact on organizational performance of listed food and beverage firms in Nigeria. The study concludes that business process outsourcing and knowledge process outsourcing have significantly impacted on the organizational performance which is profitability and competitive advantage of the listed food and beverages firms in Nigeria. The study recommends that the management of these firms should engage in outsourcing strategy in decision making by outsourcing its business processes and knowledge processes in order to increase their profit and achieve performance.

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O. Ugbomhe, Ugbomhe, Ojo Olu, and Ebomah Ernest Monday. "Strategic Outsourcing and Corporate Performance in Nigerian Banking Industry." Journal of Business Theory and Practice 9, no. 2 (June 4, 2021): p68. http://dx.doi.org/10.22158/jbtp.v9n2p68.

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This study examined strategic outsourcing and corporate performance of commercial banks in Nigeria. The decision to outsource is driven by the perception of management on how organization can achieve corporate effectiveness and efficiency with outsourcing strategy. This study specifically focused on two objectives; to investigate the relationship between strategic outsourcing and corporate performance and to ascertain the correlation between recruitment outsourcing and corporate performance. The study used a total number of twenty two (22) commercial banks listed in the Nigerian Stock Exchange (NSE) as at 31st January 2021 in its study. Primary data were collected from the population of the study with the aid of structured questionnaire and data were analyzed through descriptive statistics and the two hypotheses formulated were tested by Pearson Product Moment Correlation (PPMC) with the use of Statistical Package for Social Science (SPSS). The results of the study revealed a significant positive relationship between strategic outsourcing and corporate performance and a significant positive relationship between recruitment outsourcing and corporate performance. The study concluded that strategic outsourcing and recruitment outsourcing have positive relationship with corporate performance. The study, therefore, recommends that corporate organizations that want to achieve significant performance in their operations should outsource some of their activities that are outside its core competence.

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Propas, Sharon W., and Sue-Ellen Johnson. "Outsourcing, quality control, and the acquisitions professional." Library Acquisitions: Practice & Theory 22, no. 3 (September 1998): 279–85. http://dx.doi.org/10.1016/s0364-6408(98)00082-9.

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Chanson, Guillaume. "Macro-environment’s effects on onshore outsourcing: the transition costs approach." Journal of Global Operations and Strategic Sourcing 11, no. 1 (February 19, 2018): 27–38. http://dx.doi.org/10.1108/jgoss-03-2017-0008.

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Purpose Through the literature, the effect of macro-environment on onshore outsourcing decisions appears rather unexplored, despite empirical evidence. The purpose of this paper is to address this gap through an extension of Transaction Cost Economics (TCE) (the main theory of domestic outsourcing). Design/methodology/approach This paper develops a framework based on a literature review. It applies this body of knowledge on a new question and provides detailed illustrations (with primary and secondary data). Findings This paper builds a theoretical framework, based on the concept of transition costs. This concept, created as a way to make the economizing approach more dynamic, highlights the influences of the macro-environment. This paper presents a clarification of transition costs. It formulates a theoretical proposition: the environment has an effect on outsourcing through the transition costs. Research limitations/implications This framework deserves to be tested through an empirical study. Practical implications This framework enables domestic providers to take the environment and transition costs into account for the design and timing of outsourced service. Social implications This framework enables to consider the importance of social conflicts and political measures on the domestic outsourcing decisions. Originality/value First, this paper addresses an unexplored question (the effect of macro-environment on onshore outsourcing decisions). Second, it refines an undertheorized TCE concept: the transition costs. Third, it proposes a new direction in the current debate of the evanishing explanatory power of the TCE on outsourcing (by extending this theory).

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de Ruijter, Esther, Tanja van der Lippe, and Werner Raub. "Trust Problems in Household Outsourcing." Rationality and Society 15, no. 4 (November 2003): 473–507. http://dx.doi.org/10.1177/1043463103154003.

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Sperka, Leigh. "(Re)defining outsourcing in education." Discourse: Studies in the Cultural Politics of Education 41, no. 2 (February 7, 2020): 268–80. http://dx.doi.org/10.1080/01596306.2020.1722429.

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Allen, Peter J., and Lynne D. Roberts. "The Ethics of Outsourcing Online Survey Research." International Journal of Technoethics 1, no. 3 (July 2010): 35–48. http://dx.doi.org/10.4018/jte.2010070104.

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The increasing level of Internet penetration over the last decade has made web surveying a viable option for data collection in academic research. Software tools and services have been developed to facilitate the development and deployment of web surveys. Many academics and research students are outsourcing the design and/or hosting of their web surveys to external service providers, yet ethical issues associated with this use have received limited attention in academic literature. In this article, the authors focus on specific ethical concerns associated with the outsourcing of web surveys with particular reference to external commercial web survey service providers. These include threats to confidentiality and anonymity, the potential for loss of control over decisions about research data, and the reduced credibility of research. Suggested guidelines for academic institutions and researchers in relation to outsourcing aspects of web-based survey research are provided.

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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.

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(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.

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Штагер and O. Shtager. "HR-OUTSOURCING IN CONDITIONS OF ECOLOGICALLY-ORIENTED FINANCIAL INSTITUTIONS." Management of the Personnel and Intellectual Resources in Russia 6, no. 1 (February 17, 2017): 12–18. http://dx.doi.org/10.12737/24684.

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The article discusses the hypothesis of HR-outsourcing as one of the most progressive HR technology of human resource management. The issue of human resources management in terms of improving its effective operation requires the development of new tools. In the process of the permanent transformation of the economy the realization of modern approaches of human resource management is a major aspect of the formation of the enterprise’s strategy. In the article were analyzed the character of outsourcing, formed the main areas of HR-outsourcing, researched the mechanism of decision-making regarding the implementation of HR-outsourcing considering the identified strengths and weaknesses. Application of this technology in the context of globalization of economic activities eco-oriented financial institutions helps to optimize the employment policy and labor market regulation in the period of destabilization. Development of HR-outsourcing will allow to work out an effective tool to anti-crisis mechanism of social support through the application of scientific approaches and a factors diagnostics.

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Yao, Yurong, Arnold A. Kamis, and Edward Watson. "Explaining Software-as-a-Service Outsourcing: Economic and Social Considerations." Communications of the Association for Information Systems 41 (2017): 242–65. http://dx.doi.org/10.17705/1cais.04111.

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Zou, Yizhu, Xin Yao, Zhigang Chen, and Ming Zhao. "Verifiable Keyword-Based Semantic Similarity Search on Social Data Outsourcing." IEEE Access 7 (2019): 5616–25. http://dx.doi.org/10.1109/access.2018.2888685.

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Subramaniam, Nava, Monika Kansal, Dessalegn Getie Mihret, and Shekar Babu. "Outsourcing mandated corporate social responsibility in India: risks and performance." Journal of Accounting & Organizational Change 15, no. 3 (September 2, 2019): 453–72. http://dx.doi.org/10.1108/jaoc-07-2018-0061.

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Purpose This paper aims to assess the risks and challenges of corporate social responsibility (CSR) management in the Indian-mandated CSR ecosystem from a service purchaser–supplier dualistic perspective and the role management control systems (MCS) and social capital play in managing such risks and challenges. Design/methodology/approach This study undertook a qualitative approach that involved in-depth interviews of 22 CSR directors, managers or chief executive officers from 13 central public sector enterprises (CPSEs) that had purchased CSR services and nine managers of non-government organisations (NGOs) serving as CSR suppliers. Data analysis was founded on the principal–agent and social capital theoretical perspectives. Findings A highly bureaucratic, time-pressured mandated environment poses several goal congruence and adverse selection threats to outsourced CSR project arrangements. A mix of formal and informal control mechanisms is critical for enhancing trust or bonding between service purchasers and service providers and enriching bridging capital or access to resources derived from interpersonal connections between NGOs and communities. Practical implications NGOs and CPSEs may benefit from understanding each other’s goals and culture and using appropriate formal and informal MCS for managing CSR expectations and outcomes. Originality/value Drawing on a unique mandatory CSR regime, this study offers principal–agent and social capital perspectives on CSR programme delivery, highlighting the importance of various formal and informal MCS in lowering agency costs in outsourced CSR relationships.

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Schoenherr, Tobias, Sriram Narayanan, and Ram Narasimhan. "Trust formation in outsourcing relationships: A social exchange theoretic perspective." International Journal of Production Economics 169 (November 2015): 401–12. http://dx.doi.org/10.1016/j.ijpe.2015.08.026.

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Filia, Filia, and Rivaldo Putra Wijaya. "Analisis Yuridis terhadap Hak dan Kewajiban Karyawan Outsourcing Berdasarkan Undang-undang Ketenagakerjaan (PT. Garda Wibawa Sukses)." JURNAL MERCATORIA 12, no. 2 (December 26, 2019): 93. http://dx.doi.org/10.31289/mercatoria.v12i2.2756.

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Outsourcing systems are in great demand by other companies because the services of outsourcing companies help other companies run their businesses. Law No. 13 of 2003 has helped many new companies or companies that have been established to make efficiency through the use of outsourcing company services to produce certain products or services. In this research, the company that we research is outsourcing company PT Garda Wibawa Sukses. Employees at this company are given legal protection, such as: economic protection, social protection, and technical protection and this company also provides legal protection for female employees. In addition, employees in this company also have rights and obligations attached to each of them. Rights owned by employees can be obtained in accordance with those owned by employees in general. In addition to having rights, employees must obey the obligations set by the company and have been agreed by both parties. This type of research uses the Normative Juridical method, namely by conducting an analysis of outsourcing companies regarding the rights and obligations obtained by outsourcing employees at PT Garda Wibawa Sukses in accordance with statutory regulations.

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Klaas, Brian S., Thomas W. Gainey, John A. McClendon, and Hyuckseung Yang. "Professional Employer Organizations and Their Impact on Client Satisfaction With Human Resource Outcomes: A Field Study of Human Resource Outsourcing in Small and Medium Enterprises." Journal of Management 31, no. 2 (April 2005): 234–54. http://dx.doi.org/10.1177/0149206304271761.

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Increasingly, small and medium enterprises are outsourcing human resource (HR) activities to professional employer organizations (PEOs). The authors draw on social network theory, transaction cost economics, and social exchange theory to examine how PEO and client characteristics moderate the impact associated with outsourcing human capital-enhancing HR services. Results from a study suggest that using a PEO for human capital-enhancing services was positively related to HR outcomes and that this relationship was stronger when a weak-ties service delivery model was used, client receptivity was high, and the PEO contract was more detailed.

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HOU, Huiying, and Daniel Chi Wing HO. "RAPPORT AND ITS MANAGERIAL IMPLICATIONS IN FM SERVICE OUTSOURCING RELATIONSHIPS." International Journal of Strategic Property Management 19, no. 2 (June 19, 2015): 137–48. http://dx.doi.org/10.3846/1648715x.2015.1033660.

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In Hong Kong, client companies tend not to renew contracts with relationship partners and may change facilities management (FM) service providers on a frequent basis. This phenomenon is common in the FM industry. Inspired by the phenomenon of changing service providers, this study sheds light on a social relations perspective in outsourcing relationships and aims to investigate the factors that affect FM service outsourcing relationships. Open interviews with 20 FM managers were conducted, and the interview results were analysed with content analysis and coding methods. The empirical findings were interpreted on two levels. First, FM managers believe that rapport is an influential factor that affects FM service outsourcing relationships. Second, the courses in which the interviewees explain the manifestation of rapport and its significance reveal that common goals, shared values, trust, openness, and coordination are the factors that not only nurture the formation of rapport, but also have significant influences on social relations in the process of outsourcing. A framework has been developed to describe the conceptual relationships found in the empirical findings from the interviews. Eight guidelines have been outlined to indicate the managerial implications of this study.

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Zhang, Yue. "Study on the Software Outsourcing Development of Liaoning Province." Advanced Materials Research 433-440 (January 2012): 4942–46. http://dx.doi.org/10.4028/www.scientific.net/amr.433-440.4942.

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Since the 1990s, the increasingly more fierce competitions and the changing-over market demands all over the world have pushed all kinds of enterprises to be faced with great pressures that they are necessary to constantly shorten the time of delivery, reduce all costs, increase the qualities of products and improve the services. For this reason, it is highly difficult for these enterprises to depend on their internal resources to cope with those great pressures, which just converts the service outsourcing into a major engine of the transnational investments. Furthermore, the software outsourcing, as a quite popular service outsourcing model at the international world at the present time, is highly more and more obvious to transfer to China. Under the circumstances, in this paper, the author tries conducting an argumentation analysis on the software outsourcing development of Liaoning province from the aspects of its regional environment, talent environment, industrial environment, and social environment, makes a conclusion on the advantages and disadvantages of the Liaoning province in the software outsourcing, and finally puts forward corresponding countermeasures and suggestions.

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Heidenreich, Sara. "Outreaching, Outsourcing, and Disembedding." Science, Technology, & Human Values 43, no. 3 (August 23, 2017): 464–86. http://dx.doi.org/10.1177/0162243917726578.

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The role of the individual scientist as a socialization agent (i.e., an actor who contributes to embedding technology into society) is increasingly emphasized in science policy. This article analyzes offshore wind scientists’ narratives about science–technology–society relations and their role in them. It particularly focuses on the nuanced and detailed reasons that scientists give for their level of engagement with society. The analysis is based on semistructured individual and focus group interviews with thirty-five scientists. It finds a diversity of narratives related to the questions of whether socialization of technology is needed and which approaches to socialization scientists should pursue. The six narratives identified are (1) upstream engagement, (2) design against resistance, (3) the outreaching scientist, (4) the difficulty of outreach, (5) the outsourcing scientist, and (6) disembedded development of technology. Despite the importance attributed to scientists for the socialization of science and technology, most interviewed scientists did not embrace their role as socialization agent. Based on the scientists’ narratives, this article argues that we should rethink both who should be responsible for socialization and what should be the object of sciences’ engagement with society.

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Journal articles on the topic 'Social outsourcing'

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