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1
Leimeister, Stefanie. IT Outsourcing Governance: Client Types and Their Management Strategies. Wiesbaden: Gabler Verlag / Springer Fachmedien Wiesbaden GmbH, Wiesbaden, 2010.
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2
Anikin, Boris, and Irina Rudaya. Outsourcing and outstaffing: high management technologies. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1442619.
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The textbook contains a theoretical generalization of the directions of outsourcing and outstaffing development as technologies of modern management. The conceptual apparatus of outsourcing and outstaffing, the essence of individual forms and types of outsourcing, the content and main stages of the implementation of an outsourcing project are considered. The spheres of application of outsourcing and outstaffing in the management of the organization are defined, the features of knowledge outsourcing are highlighted. Practical examples are given and trends in the development of the outsourcing and outstaffing services market in Russia and abroad are identified.
Meets the requirements of the federal state educational standards of higher education of the latest generation.
For students studying in the direction of training 38.03.02 "Management", undergraduates and postgraduates, teachers and researchers of educational institutions of higher education, as well as students of the system of additional professional education, managers of various levels of management, specialists in management consulting.
26
Petrovici, Norbert, Codruța Mare, and Darie Moldovan. The Economy of Cluj. Cluj-Napoca and the Cluj Metropolitan Area: The development of the Local Economy in the 2008-2018 decade. Presa Universitară Clujeană, 2021. http://dx.doi.org/10.52257/9786063710445.
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Over the last decade, globalization processes have intensified, and as such, global organizations relocated their secondary processes to new spaces specialized in operations (Peck 2018; Oshri, Kotlarsky, and Willcocks 2015). Most of the processes that are being externalized are Business Process Outsourcing (BPO) and Information Technology Outsourcing (ITO) (Oshri, Kotlarsky, and Willcocks 2015). The global outsourcing hotspots are India, China and the Philippines, that concentrate over 80% of outsourced processes. At European level, Central and Eastern Europe has capitalized most of the outsourcing in the West, particularly in regards to German capital (Marin 2018; Dustmann et al. 2014). Almost half (45.4%) of the total foreign investments of German companies is outsourced to Central and Eastern Europe. In Romania 63.7% of the German foreign investments are processes that were outsourced to our country (Marin, Schymik, and Tarasov 2018). As Peck (2018) points out, the logic behind the process is finding the cheapest labor force pools. Initially, outsourcing was focused on industrialized labor, however, now it is mostly skilled and highly skilled workforce that is being outsourced (Pavlínek 2019). Even if it is work performed by white collars, it has a high level of repetitiveness; however, in sectors such as IT there are also R&D operations (Oshri, Kotlarsky, and Willcocks 2015). Cluj is an example of a city whose local economy and workforce composition changed dramatically after the 2008-2010 financial crisis. The city is one of the Central and Eastern European hubs that benefited from the globalization of outsourcing operations. In particular, Cluj-Napoca excels in four transnational fields: Information & Communications Technology, Business Support Services, Engineering, Research & Development and Financial Services. In 2018, Cluj-Napoca was one of the most developed cities in the European Union in the GDP per capita group 19.000 – 27.000 at Purchasing Power Parity, cities that made a credible commitment at European level to promote knowledge, culture and creativity. In particular, participation in global production chains has generated the emergence of two types of internal markets: An internal market for the well-paid labor force employed in internationalized sectors that consumes a series of dedicated products and services: hospitality (restaurants, cafes, bars), food stuffs (meat products, pastries, premium alcoholic products), lifestyle services (hair salons , spas, gyms), cultural services (festivals, theatres, operas), location services (real estate services, interior design services, furniture manufacturing services). A set of markets that serve the global capital in reproducing their location (cleaning services, security, construction of type A office buildings, human resources). Both domestic and internationalized markets are responsible for the impressive development of the city between 2008 and 2018. The GDP of the Cluj Metropolitan Area and the private revenues of companies have doubled in the last decade.
27
Köhler-Frost, Wilfried. Outsourcing. Eine strategische Allianz besonderen Typs. Erich Schmidt Verlag, 2000.
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28
Jutterström, Mats. Experience-Based Learning and Market Change. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198815761.003.0005.
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This chapter describes radical change in market organization, addressing the questions of why and how market organization changes over time. The discussion is based on a case in which Stockholm Municipality, after outsourcing, tried to arrange the market for snow clearance from its position as a buyer. The type and amount of the market’s organization changed significantly over time—from a ‘free’ market with relatively little organization, eventually evolving into a ‘bureaucratized’ market with significant amounts of organization. Arguably, the shifting market organizational forms derived from organizers’ learning levels—single-loop and double-loop learning. Through higher levels of experience-based learning the standard market model of neoclassical economics lost some of its performative power over the individual market organization, opening it up for more unorthodox solutions.
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Arbache, Jorge. Manufacturing, Services, and the Productivity Gap. Edited by Edmund Amann, Carlos R. Azzoni, and Werner Baer. Oxford University Press, 2018. http://dx.doi.org/10.1093/oxfordhb/9780190499983.013.16.
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This chapter examines a little explored and yet important aspect of the poor productivity in Brazil: the performance of the service sector. It shows evidence that the meager long-term performance of the services sector is a key factor in explaining the poor aggregate productivity and manufacturing competitiveness in Brazil. The reasons for that are twofold. First, Brazil is experiencing a profound structural transformation in favor of the services sector, mainly at the expense of the manufacturing sector, to the point that the shares of services in output and in employment have become unusually high by emerging market standards. Second, manufacturing firms in Brazil are increasingly outsourcing all types of services to the point where the share of services in total costs have become comparable to that of advanced economies.
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Scott, Juliette R. Legal Translation Outsourced. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190900014.001.0001.
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This highly interdisciplinary practitioner research explores the outsourced legal translation environment, with a view to optimizing fundamental aspects of procurement—commissioning and performance. The results of a global survey are analysed: participants comprised 84 principals, for the most part from leading law firms and corporations, and 303 legal translation practitioners (41 countries, 6 continents). Concepts from corporate agency theory are used to shed light on market dysfunctions, such as a tortuous chain of supply, while perspectives from genre theory, comparative law, and functionalist translation studies are applied to offer a multidimensional model for legal translation performance, and to foreground its risks and constraints. Fitness-for-purpose is examined as a workable quality criterion associated with translation briefs supplied. Professionalization and empowerment are raised as key factors with potential to significantly improve target text quality. Extensive fieldwork has brought to light ‘hot spots’ for risk, such as severely impeded information flows, insufficient interaction between market actors, and deficient translation briefs. The groundwork for dissemination to practice has already been laid, for example using a briefing template specifically developed for the outsourcing of legal translation, set to benefit commissioning clients by increasing the fitness-for-purpose of translated texts. The types of legal texts outsourced have proved in many instances to be highly sensitive, which further emphasizes the gravity of the problem and the need to take action.