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Kabiraj, Tarun, and Uday Bhanu Sinha. "Outsourcing under incomplete information." Indian Growth and Development Review 10, no. 1 (April 10, 2017): 3–15. http://dx.doi.org/10.1108/igdr-03-2017-0014.
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Purpose The purpose of this paper is to show that outsourcing can occur as outcome of a separating or pooling perfect Bayesian equilibrium although it is not profitable under complete information. Therefore, asymmetric information can itself be a reason for outsourcing. Design/methodology/approach The present paper constructs a model of two firms interacting in the product market under asymmetric information where one firm has private information about its technological capability, and it has the option to produce inputs in-house or buy inputs from an input market. However, using outsourced inputs involves a fixed cost at the plant level. The model solves for perfect Bayesian equilibrium. Findings There are situations when under complete information, outsourcing of the input will not occur, but, under incomplete information, either only the low-cost type or both high and low-cost types will go for outsourcing, and there always exist reasonable beliefs supporting these equilibria. In particular, when the fixed cost is neither too small not too large, a separating equilibrium occurs in which the low-cost type outsources inputs from the input market but the high-cost type produces in-house; hence, outsourcing signals the firm’s type. Outsourcing by only the high-cost type firm will never occur in equilibrium. Originality/value That incomplete or asymmetric information can itself be a reason for strategic outsourcing is never identified in the literature. The present paper is an attempt to fill this gap and raise the issue of outsourcing in an incomplete information environment.
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Paek, Byungjoo, Joohyun Kim, Joonyoung Park, and Heesang Lee. "Outsourcing Strategies of Established Firms and Sustainable Competitiveness: Medical Device Firms." Sustainability 11, no. 17 (August 22, 2019): 4550. http://dx.doi.org/10.3390/su11174550.
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Successful outsourcing strategy is a key enabler of sustainable competitiveness of established firms engaged in technology-intensive business. This study proposes a research framework of a successful outsourcing process composed of resources, dynamic capabilities and created values, from a review of relevant literature and in-depth case study of four leading medical device firms. The research results specify four outsourcing types according to the characteristics of outsourced resources, and their alignment with resources owned by the outsourcer. Each type of outsourcing is positively affected by the outsourcer’s dynamic capabilities, namely sensing, integrating capability, absorptive capability and technology transfer capability. In addition, the significance of the outsourcee’s size according to each outsourcing type is also found. As a result of successful outsourcing experience, the outsourcer can reap the benefits of enhanced dynamic capabilities, i.e., market-oriented innovation, strategic flexibility, agility and increased efficiency, thereby creating a virtuous cycle of sustainable competitiveness in a volatile environment.
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Pererva, Petro, Volodymyr Kuchynskyi, Tetiana Kobielieva, Andriy Kosenko, and Olga Maslak. "Economic substantiation of outsourcing the information technologies and logistic services in the intellectual and innovative activities of an enterprise." Eastern-European Journal of Enterprise Technologies 4, no. 13(112) (August 31, 2021): 6–14. http://dx.doi.org/10.15587/1729-4061.2021.239164.
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It has been proven that modern information and logistic technologies are the most important resource of the post-industrial society. It was proved that not every enterprise has a possibility to ensure its information and logistic activities using its own capabilities, so the possibilities of using outsourcing systems are becoming especially relevant. General features of outsourcing of information technologies and logistic services were determined. The most important of them include the mandatory existence of interaction between a supplier and a customer regarding the business processes of an enterprise. It was substantiated that several important types of outsourcing are used in the area of intellectual innovation activities of enterprises: complete and partial outsourcing, outsourcing of a joint type, outsourcing of the intermediate type, outsourcing of intellectual and innovative type. The method for synthesis of indicators of economic efficiency of outsourcing of information and logistic services of direct and indirect action for the economic evaluation of its effectiveness was proposed. This approach makes it possible to fully evaluate the benefits of outsourcing in comparison with the variant when they are implemented by an enterprise using its own capabilities. The basis of the proposed method is the ratio of indicators that reproduce the advantages obtained due to outsourcing. The implementation of this method makes it possible to ensure an important relationship between the process of development of information or logistic service and the required quality. Studies conducted at the enterprises of the Kharkiv industrial region showed that only three out of eight studied enterprises have economic grounds for using outsourcing. From the economic point of view, it is more expedient for other enterprises to carry out information (logistic) provision of their activities using their own resources.
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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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Kim, Changhee, Hyunjung Kim, and Kanghwa Choi. "Efficiency Analysis of Public Library Services Based on Establishing Entity and Outsourcing." Sustainability 12, no. 21 (November 5, 2020): 9205. http://dx.doi.org/10.3390/su12219205.
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This study investigates the difference in service efficiency based on establishing entity and outsourcing in 847 public libraries in Korea. The public libraries were categorized into three types based on establishing entity and outsourcing, where Type 1 libraries are those established and directly managed by the Office of Education under the central government, Type 2 libraries are established and directly managed by local governments, and Type 3 libraries are established by local governments and their operations are outsourced. Each library type was analyzed and compared using data envelopment analysis (DEA), and results found that public libraries established by local governments are more efficient than those established by the central government, while outsourcing operations improved the efficiency of public libraries. Further analysis of the projection point and excess quantity of input showed that the main cause of inefficiency for Type 1 libraries is the library area, and for Types 2 and 3, the number of periodicals. This study provides guidelines for the sustainable performance of public library services based on the factors of foundation and operational patterns.
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Susomrith, Pattanee, and Alan Brown. "The core processes adopted for outsourcing HRM in Australia and its outcomes." Management Decision 55, no. 7 (August 21, 2017): 1521–35. http://dx.doi.org/10.1108/md-05-2016-0333.
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Purpose The purpose of this paper is to discover the types of HR outsourcing processes employed by Australian organisations and their relationship to outsourcing outcomes. Design/methodology/approach This paper is based upon the results of a survey of medium to large Australian organisations. The survey data were analysed using quantitative analysis to extract the types of HR outsourcing processes, outcomes, and their relationship. Findings The analyses identified three types of HR outsourcing processes: screening and selecting, strategic fit, and managing and monitoring. The “strategic fit” process exhibited the strongest relationship to the HR outsourcing outcome followed by the “managing and monitoring” process. The “screening and selecting” did not correlate with HR outsourcing outcome. For each type of HR outsourcing process no correlation was found with the outsourced HR functions. It was found that the most important criteria for selecting an outsourced service provider were trustworthiness, reputation in the industry, cost structure, and history with the organisation. The least important criteria were the service provider’s financial position and cultural similarity with the organisation. Research limitations/implications The research design acquired information from a single participant from each organisation which may result in a one-dimensional view. In addition, the data were collected from Australian organisations limiting its generalisation globally. Environmental and political factors were not included in the study. Therefore, researchers are encouraged to consider the influence of these factors on the HR outsourcing process. Practical implications The discovered HR outsourcing processes, although different from the generic HR outsourcing model, can be used by organisations to outsource HR functions in a more efficient and effective manner within the Australian context. The research results also indicate the importance for service providers to develop a good reputation and establish trust. Originality/value This study is the first quantitative research that determines the specific HR outsourcing processes and how they related to the HR outsourcing outcome in medium to large Australian organisations. The identification of these process types is unique and useful in validating and refining HR outsourcing knowledge within the Australian context.
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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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Hastuti, Tri, Yos Johan Utama, M. Mashari, and H. Hersugondo. "Outsourcing Practices in State-Owned Enterprises: Evidence From Indonesia." Research in World Economy 11, no. 3 (June 18, 2020): 224. http://dx.doi.org/10.5430/rwe.v11n3p224.
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This study is subject to find the factors that cause the inability of the Government in determining the type of work in the job chartering (outsourcing) by the Business Sector Association to create a flow of work activities. The authority of the Business Sector Association in making the flow of activities that determine itself the type of core work (core business) and supporting work (non-core business) when violations occur so it needs to be limited by the Government through agencies that are experts in their fields. This research method used a socio legal approach since it involved a reciprocal relationship between law and related social institutions. This research is considered as a descriptive study that described the object studied in several companies of State-Owned Enterprises (SOEs) that applied outsourcing practices in the city of Semarang. The results of the study found that the practice of outsourcing in the city of Semarang has identified several violations namely the existence of the Business Sector Association in determining the type of core work (core business) to be a supporting work (non-core business) so that it violated Article 65 paragraph (3) of Law Number 13 Year 2003 concerning The Employment. The inability of the Government in outsourcing practices is dominated by corporate strategy factors through the Business Sector Association in making the flow of activities that should use the outsourcing system for types of supporting work (non core business) to become core work (core business) by using outsourcing and supporting systems (non core business) by the Business Sector Association in creating the flow of activities to determine for themselves the type of core work (core business) so that there would be an efficiency and optimization of the core business activities of a company.
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Elitzur, Ramy, and Anthony Wensley. "Game Theory as a Tool for Understanding Information Services Outsourcing." Journal of Information Technology 12, no. 1 (March 1997): 45–60. http://dx.doi.org/10.1177/026839629701200104.
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In recent years, game theory has provided valuable insights into many different types of organizational arrangements. In this paper we investigate some of the ways in which game theory can help us to understand the structure and function of information systems outsourcing arrangements. We provide a brief review of two-person non-cooperative game theory. We discuss the basic concepts of dominance and Nash equilibria. In particular we stress the importance of the information structure of two-person games. We then provide a general game-theoretic interpretation of many key aspects of information systems outsourcing arrangements. In particular, we investigate the rationales behind many of the different ways of determining fees and the effects of the transfer of assets between the outsourcing company and the outsourcing vendor. Finally, we discuss how one particular type of non-cooperative two-person game might be useful as a model of information systems outsourcing arrangements. This model, the principal-agent model, has been extensively studied and in the hands of the authors has provided some initial insights into information systems outsourcing arrangements.
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Shushakova, I. K., A. Y. Hryn, and D. V. Kolomiiets. "Evaluating the Effectiveness of Accounting Outsourcing." Business Inform 11, no. 526 (2021): 327–34. http://dx.doi.org/10.32983/2222-4459-2021-11-327-334.
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The article is devoted to theoretical and practical issues of evaluating the effectiveness of accounting outsourcing. The purpose of the article is to study methodical approaches to evaluating the effectiveness of the use of accounting outsourcing – a contemporary form of accounting organization at domestic enterprises. The approaches to interpretation of the essence of accounting outsourcing in scientific papers are researched. The authors’ own definition of accounting outsourcing is presented, whereby the form of conduct of accounting is understood, which involves the transfer of certain or all accounting functions and risks to an outsourcer, who will minimize costs and increase competitiveness at a defined price for a certain period of time. The organizational and functional aspects included in the accounting outsourcing are determined. Types of accounting outsourcing are characterized. The theoretical principles of evaluation of the effectiveness of accounting outsourcing in scientific literature are studied. The analysis of practical aspects of evaluating the effectiveness of accounting outsourcing made it possible to identify methodological approaches to such an evaluation. The list of costs borne by the enterprise when introducing the accounting service in the organizational structure of the enterprise is closer defined. The formula for calculating the economic effect of accounting outsourcing is elaborated. An example of calculating the economic effect of accounting outsourcing when deciding on the use of accounting services on the terms of outsourcing is provided. It is determined that the use of the elaborated formula ensures the improvement of the effectiveness of use of accounting outsourcing as a form of accounting organization for newly established, small and medium-sized enterprises and the type of economic activity for external entities.
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Sharma, RRK, and Deepa Mishra. "RELATING HR OUTSOURCING TO SUPPLY CHAIN STRATEGY TYPE." Journal of International Management Studies 14, no. 1 (March 1, 2014): 7–12. http://dx.doi.org/10.18374/jims-14-1.1.
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Ankrum, James. "Outsourcing glucose management to AI." Science Translational Medicine 12, no. 564 (October 7, 2020): eabe8120. http://dx.doi.org/10.1126/scitranslmed.abe8120.
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Sanchís-Pedregosa, Carlos, María-del-Mar Gonzalez-Zamora, and María-José Palacín-Sánchez. "Outsource Services to Improve Financial Performance: Is There a Limit?" Global Business Review 19, no. 1 (October 9, 2017): 21–31. http://dx.doi.org/10.1177/0972150917713274.
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Outsourcing has been identified as one of the key factors for improving companies’ financial performance. Moreover, the procurement of business services has become an important element of companies’ acquisition of external resources. However, there is a lack of evidence linking services outsourcing and performance. Limited prior literature has mostly assumed that this relationship is positive and linear. Our empirical study reveals that firms may be able to increase their performance through services outsourcing; however, this is only true up to a point, beyond which the performance decreases as a consequence of further outsourcing. Identifying the type of relationship between the variables under study is a key point to company managers formulating their service outsourcing strategies. They must be aware that there is a level of outsourcing that should not be exceeded. Future research should help managers to determine which is the most effective level of service outsourcing for their companies.
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Pambudi, Kukuh. "Quo Vadis Indonesian Labor Act: How Far the Protection for Labors?" Journal of Law and Legal Reform 2, no. 4 (August 17, 2021): 591–602. http://dx.doi.org/10.15294/jllr.v2i4.48762.
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Basic human rights for Indonesian workers are set out in constitution both in the 1945 Constitution, Law Number 39 Year 1999 regarding Human Rights, as well as in Law Number 13 of 2003 on Employment. Although there are regulations that regulate human rights for the people labor, but in fact many violations occur. Proven with the existence of Article 64 of the Manpower Act regulating Outsourcing, where in its development with the outsourcing system there are many shifts in the application of outsourcing system. Outsourcing is initially only imposed on that type of work not directly related to the production process of that activity relating outside the core business of a company, will but in reality almost all types of jobs are subject to outsourcing This research will describe in relation to the protection of human rights for the workforce especially for outsoutcing in labor Indonesia. The research method used is normative Juridical with the approach used is the Legislation Approach. The results obtained that with the Decision of the Constitutional Court Number 27 / PUU-IX / 2011 concerning Request for Testing of Law Number 13 of 2003 on Employment of the 1945 Constitution, is one form of legal protection for outsourced workers. Because in the verdict states that outsourcing only is permitted for the types of work listed in Article 59 of the Manpower Law.
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Scherrer-Rathje, Maike, Patricia Deflorin, and Gopesh Anand. "Manufacturing flexibility through outsourcing: effects of contingencies." International Journal of Operations & Production Management 34, no. 9 (August 26, 2014): 1210–42. http://dx.doi.org/10.1108/ijopm-01-2012-0033.
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Purpose – The purpose of this paper is to examine the influence of organizational context on the relationships between outsourcing and manufacturing flexibility. In doing so, the authors study four types of manufacturing flexibility: product, mix, volume, and labor competence flexibility. Design/methodology/approach – Based on transaction cost economics theory and resource-based view of competitive advantage, the authors focus on economies of scale and scope, asset specificity, organizational learning, and dynamic capabilities as contingencies affecting outsourcing-flexibility relationships. Combining theoretically developed propositions with insights from case studies of 11 manufacturing companies that outsourced some portion of their manufacturing, the authors derive grounded hypotheses. Findings – Empirical results show that in some cases the effects of outsourcing on different types of manufacturing flexibility vary based upon some contingency factors. Research limitations/implications – Due to the qualitative nature and the geographical focus of the empirical examination, applicability of the findings to other contexts may be limited. Practical implications – The authors point out specific contingencies that managers should consider when targeting manufacturing flexibility through outsourcing. Originality/value – This paper presents the interrelationships among outsourcing of manufacturing activities, four types of manufacturing flexibilities, and theoretically derived contingencies. Based on evidence from the analyzed cases, the authors find indications that some contingencies moderate outsourcing-flexibility relationships. In addition, this paper introduces a new type of manufacturing flexibility: labor competence flexibility, which is defined as the ability of a company's workforce to deal with technology driven additions to and subtractions from products over time.
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Bonazzi, Giuseppe, and Cristiano Antonelli. "To Make or to Sell? The Case of In-House Outsourcing at Fiat Auto." Organization Studies 24, no. 4 (May 2003): 575–94. http://dx.doi.org/10.1177/0170840603024004004.
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In-house outsourcing is a major organizational innovation built on a combination of under-the-same-roof outsourcing, interdependent outsourcing and continual incomplete re-contracting. Its introduction has great impact on the production flow, organization of work, job content, and problems in everyday interactions. In-depth analysis of the Fiat Auto case sheds new light on this emerging innovation, showing in particular that relationships between the market and organizational interactions (formal and informal) vary according to the type of outsourcing. The paper also outlines a typology of the outsourced activities (sequential versus interdependent crossed with low versus high complexity).
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SAINCHUK, A. "METHODICAL PROVISIONS FOR CREATING AN OUTSOURCING COMPANY (INCLUDING TYPES OF ECONOMIC ACTIVITY AND TAXATION SYSTEM)." Economic innovations 21, no. 3(72) (September 20, 2019): 124–37. http://dx.doi.org/10.31520/ei.2019.21.3(72).124-137.
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Topicality. There is no the central executive authority in Ukraine, which would conduct statistical accounting of outsourcing companies, because there is no methodology which could help to carry out of such powers. In addition, there is no methodology for creating an outsourcing company in Ukraine that would help new players in the outsourcing services market to create their own businesses and provide fast and high quality services. Thus, the development of a single methodology for setting up an outsourcing company in Ukraine is relevant.Aim and tasks. The aim of the article is to develop methodological provisions for creating an outsourcing company within the existing institutional support at the territory of Ukraine. The aim of this article is to research from sixth to sixteenth stages of creating an outsourcing company.Research results. The methodological provisions were developed for creating an outsourcing company. In the article was using the example of practice of law, including types of economic activity and taxation system. Also, the algorithm has been created by the author who could help choose a simplified taxation system correctly.Conclusion. Methodical provisions for creating an outsourcing company consist of sixteen stages. The author provided recommendations for making changes to the classifier of organizational and legal forms of entrepreneur. It was proposed to add an outsourcing company as a new organizational and legal form of entrepreneur in order to improve the existing system of national statistical classifications. The changes will provide the State Statistics Service of Ukraine the opportunity to raise to a qualitatively new level the statistical analysis of outsourcing companies in Ukraine.There is no methodology or instruction for creating a new outsourcing company in Ukraine. The author has developed a methodology for creating the outsourcing company within the framework of institutional support in Ukraine.The situation was researched in the article in detail, such as the outsourcing has been used in the creation of the outsourcing company. Also the algorithm was created the outsourcing company as step by step.The author has identified sixteen stages of creating the outsourcing company. The first article [1] researched from the first to the fifth steps of creating outsourcing company. This article contains of the sixth to sixteenth stages of creating the outsourcing company.Stage 6 - the definition of economic activities. The author identified the types of economic activity in accordance with SC 009:2010 - Classification of types of economic activity using the "top-down" method.Stage 7 - determination of the management body of the outsourcing company. An executive body is created in an outsourcing company: collegial (directorate) or sole (director).Stage 8 - definition of the tax system. Outsourcing companies choose both the general taxation system and the simplified taxation system.Step 9 - determining the location of the company.Stage 10 - submission of documents to the state registrar for establishing of the new outsourcing company.Stage 11 - receipt of seal and electronic digital signature (EDS).Stage 12 - opening the accounts in the bank. An outsourcing company can open current and deposit accounts in a bank.Stage 13 - Contributions. For the implementation of practice of law is a prerequisite is the payment of contributions of lawyersStage 14 - obtaining a license.Stage 15 - obtaining permission. Not all economic activities can be performed only on the basis of the charter. Sometimes this is not enough. Therefore, you need to obtain a license or permit.Stage 16 - implementation of operating activities by an outsourcing enterprise on the example of practice of law. Only the last stage involves the receipt of profit or income of the company. The previous stages involved only expenses. The list of the above steps is not exhaustive. These steps can be supplemented with specific steps. The number of stages may be less or more, depending on the type of outsourcing activity.
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Abbott, Lawrence J., Susan Parker, Gary F. Peters, and Dasaratha V. Rama. "Corporate Governance, Audit Quality, and the Sarbanes-Oxley Act: Evidence from Internal Audit Outsourcing." Accounting Review 82, no. 4 (July 1, 2007): 803–35. http://dx.doi.org/10.2308/accr.2007.82.4.803.
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This study extends current literature related to nonaudit services by investigating internal audit outsourcing to the external auditor. We posit that certain types of internal audit outsourcing (i.e., those which are nonroutine, and thus tend to be nonrecurring in nature) are unlikely to lead to economic bonding, while offering significant potential for improvements in audit coverage and scope when provided by the external auditor. Alternatively, outsourcing routine internal audit tasks is more likely to lead to economic bonding, as well as potentially threatening internal auditor independence. Our results are consistent with firms with independent, active, and expert audit committees being less likely to outsource routine internal auditing activities to the external auditor. However, the outsourcing of nonroutine internal audit activities such as special projects and EDP consulting are not negatively related to effective audit committees. Additionally, outsourcing of either type of internal audit activity to an outside service provider other than the external auditor is not related to effective audit committees. Collectively, we interpret these findings as supportive of an effective audit committee's ability to monitor the sourcing of the firm's total (i.e., internal and external) audit coverage, while simultaneously exhibiting concern for external auditor independence.
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Awe, Olajumoke A., Nisha Kulangara, and Demetria F. Henderson. "Outsourcing and firm performance: a meta-analysis." Journal of Strategy and Management 11, no. 3 (August 20, 2018): 371–86. http://dx.doi.org/10.1108/jsma-03-2017-0019.
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Purpose In the extant literature, the effect of outsourcing activities on the firm performance has been an area of interest for several decades; yet, the body of knowledge lacks a holistic view of this phenomenon. The potential outcomes of outsourcing and its impact on firm performance have not been aggregated in the literature. The purpose of this paper is to conduct a meta-analysis of 51 empirical results using 24 articles to examine the relationship between these variables and firm performance. The authors discuss the extant literature and examine which type of outsourcing has the greatest influence on firm performance. The authors also present the limitations and future opportunities. Theoretical and managerial implications are discussed to highlight which outsourcing functions would be fiscally beneficial for firms. Design/methodology/approach This paper takes a granular approach by looking at different outsourced functions in the both the manufacturing and service industry. Using meta- analysis, this paper combined the quantitative study data from several selected studies in an effort to increase power, improve the effect size and resolve the uncertainty about the effects of outsourcing activities on firm performance measures. Findings The authors found that outsourcing enhances the firm performance. When outsourcing functions were studied individually, only IT outsourcing had significant effects on firm performance in comparison to other forms of outsourcing. This might be attributed to the fact that IT outsourcing is less costly to implement in the organization compared with other forms of outsourcing. Originality/value This paper is the first paper that uses a meta-analytic approach to investigate the relationship between outsourcing and performance measures based on past empirical studies that have used both primary and secondary data.
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Ryu, Soomin, and Jinhee Kim. "Gender Differences in Contribution to Domestic Work and Childcare Associated with Outsourcing in Korea." Family and Environment Research 58, no. 3 (August 20, 2020): 343–56. http://dx.doi.org/10.6115/fer.2020.025.
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This paper examines the associations of having a helper for domestic work or childcare and time spent on it by couples in South Korea. We use five waves of panel survey data from the Korean Longitudinal Survey of Women and Families (KLoWF), which allows longitudinal changes within couples over time that account for potential selection effects and unobserved heterogeneity among individuals. With fixed effects, we find outsourcing is associated with a decrease in wife’s time spent on domestic work or childcare by 1 hour per week. However, the decrease is concentrated on the unemployed wife’s time, but not employed wife’s time. In addition, outsourcing is not a significant factor for husband’s time and the husband’s share of total contribution. This may be because wives are the main provider of domestic work and childcare in Korea regardless of employment status or having any helper. Due to unequal contributions between husband and wife, using outsourcing also neither alleviates the employed wife’s contribution nor changes the husband’s contribution. However, the results may be underestimated because there are more common and diverse types of outsourcing in a broad sense, such as going out for dinner, buying prepared food, and using dry cleaning services. We expect future studies to consider more broad types of outsourcing and examine how relations with the couple’s time use at home are different by type.
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Borowska, Mariola Wioletta, Anna Augustynowicz, and Aleksandra Izabela Czerw. "Analysis the activity of medical entities in the field of outsourcing in selected types of basic activity." Diagnostyka Laboratoryjna 55, no. 1 (January 15, 2019): 5–10. http://dx.doi.org/10.5604/01.3001.0013.7276.
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The literature includes extensive presentation of experiences relating to the application of outsourcing method in healthcare in subsequent countries. The aim of the research is to analyze the activity of medical entities of outsourcing in basic activities including laboratory diagnostics, imaging diagnostics and medical staff in 2018. The research material consisted of original questionnaires carried out in 2018 by electronic means in medical entities indicated in the National Register of Medicinal Entities. Outsourcing of laboratory diagnostics, diagnostic imaging and medical staff was investigated. The questions concerned the number of entities using outsourcing with indication of the type of services covered by outsourcing; reasons for outsourcing; advantages and disadvantages, including measuring the financial effectiveness of outsourcing; monitoring of the outsourcing partner. The study included 750 medicinal entities. Most – 72% of respondents declared using an external company in the field of laboratory diagnostics. The most common reason for the treatment entities to use outsourcing services was too high cost of maintaining their own employees, need to introduce financial savings and gaining access to the highest quality knowledge and technologies. One of the benefits of outsourcing obtained by healthcare entities is financial efficiency. The average value of the savings estimate estimated by the respondents was 15.56% with a standard deviation equal to 1.14. Medical entities evaluate external companies. The most frequent was monitoring of laboratory diagnostics (65% of responses), and the least frequently – medical personnel (27% of responses). There were two ways to conduct monitoring: informal internal control and formalized assessment based on the specificity of the service. Too high personnel costs are the reason for outsourcing if they are caused by employing people on the basis of an employment relationship. Financial savings are the leading effect of outsourcing. The most frequent monitoring of laboratory diagnostics services may be a consequence of detailed legal regulations.
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Bilous, M. V., O. P. Shmatenko, O. A. Ryzhov, T. S. Raikova, and D. V. Drozdov. "Logistic outsourcing in pharmacy. the theory and practice." Farmatsevtychnyi zhurnal, no. 3-4 (August 14, 2018): 18–25. http://dx.doi.org/10.32352/0367-3057.3-4.17.02.
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Today, the introduction and application of a logistics approach to resource management allows pharmaceutical companies to increase their social, environmental and economic efficiency.
The article is aimed to research the essence of the concept, types and party of logistic outsourcing in practical pharmacy. To reach the aimreview of foreign and domestic scientific sources and the existing legal framework of Ukraine on this issue have been analyzed. Investigation methods were bibliographic and analytical ones.
The results of these studies indicate the today outsourcing is one of the main logistics strategies of domestic pharmaceutical companies, which is actively used in the sphere of IT-technologies and warehouse services. At the same time for ensuring high-quality providing outsourcing services, a legal and regulatory framework is needed that standardizes the interaction between firm customer and the outsourcer, also the development of standards for the provision of services of a certain type of outsourcing. Wide introduction of logistics outsourcing, as a modern form of optimization of logistics business processes, requires the formation of professional competence among future pharmacists in pharmaceutical logistics, its tools and strategies, i.e. training of competitive professionals capable of working in various directions of practical pharmacy.
Introduction of the topic «Logistic outsourcing in practical pharmacy» in the educational process of students of pharmaceutical faculties (university), pharmacists-interns and pharmacists at the postgraduate level of training is necessary. It will improve the theoretical and practical training of future specialist pharmaceutists and will allow them to apply the knowledge which would be gained in the future in logistics outsourcing in the activities of pharmaceutical companies.
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Ivanenko, V. O., and S. M. Laichuk. "Matrix Methods in Assessing the Feasibility of Accounting Outsourcing." Business Inform 2, no. 517 (2021): 223–32. http://dx.doi.org/10.32983/2222-4459-2021-2-223-232.
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The decision to outsource should be preceded by a thorough substantiation for its feasibility and efficiency. The existence of many models and methods for substantiating the feasibility of outsourcing is primarily associated with different approaches to evaluating the efficiency and with variety of types of outsourcing, as for each type an individual calculation may be offered. As one of the most popular analytical instruments for preliminary outsourcing evaluation is defined the use of matrix method, by means of which the most common «outsourcing matrices» are considered (McKinsey’s BCG matrices, «Pricewarehouse Coopers», D. Khlebnikov, A. Kh. Kurbanov, IBS, B. O. Anikin and I. L. Ruda, A. H. Isavnin and I. I. Farkhutdinov, N. K. Moiseeva, O. M. Malyutina and I. O. Moskovina) and it is justified that the main difference between the existing matrices is the criteria for evaluating business processes (functions). A matrix of strategic measures on accounting outsourcing has been developed, which analyzes the internal and external environment from the point of view of the strengths and weaknesses of the enterprise, its capabilities and expected threats. Opportunities and threats are caused by the external (uncontrolled or poorly controlled) factors, while strengths and weaknesses – by the internal (controlled) factors. It is emphasized that SWOT analysis is an effective instrument for business cooperation and a way to optimize activities of enterprise. It is proved that the main purpose of SWOT analysis of outsourcing of accounting services is to determine the current situation, prospects and the further best behavioral strategy for accounting on one’s own or delegation of accounting to external executors. Prospects for further research are study and assessment of risks that arise when carrying out outsourcing activities.
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Johnston, K. A., T. Abader, S. Brey, and A. Stander. "Understanding the outsourcing decision in South Africa with regard to ICT." South African Journal of Business Management 40, no. 4 (December 31, 2009): 37–49. http://dx.doi.org/10.4102/sajbm.v40i4.549.
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Information and Communication Technology (ICT) outsourcing is a strategic initiative adopted by many organisations across all industries. Outsourcing is seen as a means for organisations to concentrate and improve their core business functions. Despite the vastly dynamic environment businesses operate in, few global studies have uncovered the factors influencing outsourcing decisions, thus the need for this paper. The research was performed using a number of statistical tests and descriptive analysis methods to explore the literature and to determine the current status of South Africa’s ICT outsourcing market. Key findings reveal that cost is the most influential factor when deciding whether to outsource or not, irrespective of organisations size or type. Other important factors include concentrating on core-functions, and the availability of in-house expertise. The form of outsourcing used is not affected by the size of the organisation. Application Service Providers (ASP) is the most common form, followed by co-sourcing.
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Nordenhaug, Erik, and Jack Simmons. "The Outsourcing of Ethical Thinking." Journal of Human Values 24, no. 2 (April 3, 2018): 138–49. http://dx.doi.org/10.1177/0971685818765284.
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The teaching of professional rules, procedures and standards, as well as the existence of ethics committees and legal advisers to achieve desired behaviours for a given profession, produces an unforeseen by-product of altering the way individuals relate to ethics. The institutionalization of a moral voice, a kind of artificial conscience for the legally defined ‘artificial person’, tends to do the ethical thinking for the individual who thinks being moral means methodically following the professionally approved rules. Professionalism and the type of methodological reason it requires are becoming a substitute for internal moral reasoning and personal responsibility, despite the belief that we are becoming more morally responsibly through professional behaviour.
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Dubrovskaya, Tat’yana Nikolaevna. "The performance of companies in terms of outsourcing." Vestnik MGSU, no. 4 (April 2016): 108–18. http://dx.doi.org/10.22227/1997-0935.2016.4.108-118.
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In the article the essence of outsourcing as a new form of employment relations is considered, its features are defined in comparison with traditional forms of employment, its advantages and disadvantages are given. The authors describe the reasons why companies resort to outsourcing, in particular, on the example of small business, illustrate the strategic importance of outsourcing. The practical application of outsourcing is becoming more widespread in the modern business. The scientific and actual role of outsourcing in the management of the enterprise has greatly increased, which is proved by the fact that today more than fifty per cent of current foreign companies apply data approach. Thus today in the Russian Federation outsourcing is at an early stage of formation and relates mainly to restructuring of business entities and development of the market of information technologies. The analysis allowed determining the provisional value of the outsourcers’ services. The basis of determining the cost of the services is the cost of maintenance of one unit of standard accounting service. The calculations show that for the investigated enterprise it is very advantageous to transfer a number of business process to outsourcing, and there is a need to carefully consider over the choice of an outsourcer in order to avoid the negative sides of the work under this type of agreements. When deciding about outsourcing, one needs to analyze the financial and organizational costs, while keeping the risks of associated with the work in terms of outsourcing in the analysis area.
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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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Sen, Falguni, and Michael Shiel. "From business process outsourcing (BPO) to knowledge process outsourcing (KPO): Some issues." Human Systems Management 25, no. 2 (May 16, 2006): 145–55. http://dx.doi.org/10.3233/hsm-2006-25207.
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There has been a growth in the amount of outsourcing in general and business process outsourcing in particular. Now a number of firms are beginning to outsource knowledge processes as well. This is being partly fuelled by an increasing shortage of skilled labor in industrialized countries while some emerging nations have a large pool of highly skilled workers at lower wages. Technological, political, and strategic changes and an improved ability to manage the inherent risks are some of the other reasons explaining its potential growth. Providers of these services are either moving up the knowledge intensity value chain with existing clients or are entering new opportunities in specific industries such as healthcare/pharmaceutical, legal and financial services. These services are more profitable to the providers than the standard business process outsourcing but require more expensive investments in infrastructure as well as specialized skill sets with more depth and domain knowledge. The structuring and management of this type of outsourcing is also very complex and fraught with new risks. This paper presents a number of issues related to knowledge process outsourcing from the client firm and the provider's perspectives. The issues are derived from five cases studied by the authors in India and Ireland.
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Sandhu, Maqsood Ahmad, Ahm Shamsuzzoha, and Petri Helo. "Does outsourcing always work? A critical evaluation for project business success." Benchmarking: An International Journal 25, no. 7 (October 1, 2018): 2198–215. http://dx.doi.org/10.1108/bij-06-2017-0146.
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Purpose The purpose of this paper is to deal with the importance and obstacles of outsourcing strategy in project business in terms of product development perspectives. This strategy is intrinsically analyzed and evaluated with respect to the strategic business environments. Design/methodology/approach The objective of this research is to analyze the advantages and limitations of the outsourcing that have been identified in prior studies. This research has attempted to investigate the performance implications of outsourcing strategies in terms of theoretical considerations and implementation perspectives. Findings In this study, the authors have presented a general overview of outsourcing strategies in terms of both light and dark sides of this approach. Various driving forces of outsourcing strategy along with critical success factors are articulated within project to product development perspectives. Research limitations/implications Future research could be continued to measure various performance variables such as productivity, sales, revenues, career opportunities, manifest in power struggles, change jobs, change organizational cultures, etc. in multiple case companies, which affect with the success or failure of outsourcing arrangements. Practical implications The term outsourcing is nowadays a widely known business strategy, where manufacturing firms share partly or fully of their production process with outside organizations or suppliers. The research approach as articulated within this paper would be beneficial for project business organizations and specially the product designers and project managers for planning and developing their strategic business potentials with respect to outsourcing and in-sourcing decisions. Originality/value In this paper a high-level decision-making model for outsourcing and a cause and effect type framework are demonstrated with a view to ease the decision-making process for the organizations managers.
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Pan, Xiuzhen, Hao Li, Huan Chao, Shen Li, and Gang Liang. "Hysteretic behavior of a new type of outsourcing hybrid joint." Structures 40 (June 2022): 88–108. http://dx.doi.org/10.1016/j.istruc.2022.04.013.
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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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Nawracała, Jakub. "Cooperation between Insurance Undertakings and Natural Persons versus Insurance Outsourcing." Prawo Asekuracyjne 3, no. 104 (September 18, 2020): 15–38. http://dx.doi.org/10.5604/01.3001.0014.3830.
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The present article discusses the qualification of cooperation between insurance undertakings and natural persons who are not their employees in the context of insurance outsourcing regulations. With regard to such cooperation, there are two issues to be resolved. Firstly, in which cases should such cooperation be considered outsourcing within the meaning of the regulations? Secondly, if so, in which cases do we deal without sourcing of core or important activities? If the cooperation is recognized as outsourcing and is assumed to be outsourcing of core and important activities, it leads to certain consequences resulting from law. Therefore, the resolution of these issues is of key importance for the insurance sector, as insurance undertakings widely cooperate with non-employees, especially in the area of claims settlement. The author concentrates on the premise of the nature of cooperation between an insurance undertaking and a natural person consisting in the assessment whether an activity or function is transferred 'outside', which is an essential criterion of outsourcing. Another criterion in this context is the 'intensity' of the cooperation, namely its permanent or temporary nature. Moreover, other criteria relevant to the assessment of outsourcing of core or important activities have been analysed, such as the material criterion (type of outsourced activities) and the criterion of the scale of cooperation.
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Gonzalez, Reyes, Jose L. Gasco, and Juan Llopis. "Information systems outsourcing satisfaction: some explanatory factors." Industrial Management & Data Systems 115, no. 6 (July 13, 2015): 1067–85. http://dx.doi.org/10.1108/imds-01-2015-0030.
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Purpose – The purpose of this paper is to analyse Information Systems outsourcing success, measuring the latter according to the satisfaction level achieved by users and taking into account three success factors: the role played by the client firm’s top management; the relationships between client and provider; and the degree of outsourcing. Design/methodology/approach – A survey was carried out by means of a questionnaire answered by 398 large Spanish firms. Its results were examined using the partial least squares software and through the proposal of a structural equation model. Findings – The conclusions reveal that the perceived benefits play a mediating role in outsourcing satisfaction and also that these benefits can be grouped together into three categories: strategic; economic; and technological ones. Originality/value – The study identifies how some success factors will be more influent than others depending which type of benefits are ultimately sought with outsourcing.
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Huong, Nguyen Thu, Umemoto Katsuhiro, and Dam Hieu Chi. "Knowledge Transfer in Offshore Outsourcing." Journal of Global Information Management 19, no. 2 (April 2011): 27–44. http://dx.doi.org/10.4018/jgim.2011040102.
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This paper discusses the knowledge transfer process in offshore outsourcing. The focus is a case study of software offshore outsourcing from Japan to Vietnam. Initial results confirm that willingness to cooperate and good impressions facilitate the knowledge transfer process. In addition, communication barriers, cultural differences, lack of equivalence in individual competence, and lack of common rules slow down the transfer process. The study also identifies the Bridge System Engineer (Bridge SE)-a type of coordinator who mediates and enhances the relationship between Japanese clients and Vietnamese service providers. Employing a Bridge SE is an effective way to fill the communication gap, the cultural gap, and generally improve the business relationship. Bridge SEs use their background of higher education and long-term residence in Japan to give advice to Vietnamese software teams on Japanese cultural characteristics, such as the apology culture and the separation between work and private time. In other situations, Bridge SEs use their IT background and communication skills to verify and adjust communication contents before information is sent from one side to another.
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Ar Rasyid, Mahendra Harun. "Perlindungan Hukum bagi Pekerja Outsourcing pada Perusahaan BUMN Terkait Visi Misi Presiden Jokowi." Jurist-Diction 5, no. 1 (January 31, 2022): 229. http://dx.doi.org/10.20473/jd.v5i1.32725.
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AbstractThe use of outsourcing workers in this era of globalization is increasingly carried out by companies, including the State-Owned Enterprise (BUMN) company. In the use of outsourced workers, BUMN companies must pay attention to the welfare of these workers, moreover, there is a vision and mission of President Jokowi to eliminate the use of outsourced workers at BUMN companies because it causes a lot of harm to outsourced workers. However, in reality, there are still many BUMN companies that do not carry out President Jokowi's vision and mission. The purpose of this paper is to find out and understand the legal protection for outsourced workers in BUMN companies related to President Jokowi's vision and mission. The type of research used in the writing of this article is Normative Juridical Research, where this article uses the literature materials of legislation as a source of research.Keywords: Legal Protection; Outsourcing Workers; BUMN Companie; Vision Mission of President JokowiAbstrakPenggunaan pekerja outsourcing pada era globalisasi ini semakin banyak dilakukan oleh perusahaan–perusahaan, tidak terkecuali perusahaan Badan Usaha Milik Negara (BUMN). Dalam penggunaan pekerja outsourcing tersebut perusahaan BUMN harus memperhatikan kesejahteraan dari para pekerja tersebut, apalagi terdapat visi misi Presiden Jokowi untuk menghapuskan penggunaan pekerja outsourcing pada perusahaan BUMN dikarenakan hal tersebut banyak merugikan pekerja outsourcing. Namun, pada kenyataannya masih banyak terdapat perusahaan BUMN yang tidak menjalankan visi misi Presiden Jokowi tersebut. Adapun tujuan dari penulisan ini adalah untuk mengetahui dan memahami perlindungan hukum bagi pekerja outsourcing pada perusahaan BUMN terkait visi misi Presiden Jokowi. Tipe penelitian yang digunakan dalam penulisan artikel ini adalah tipe Penelitian Yuridis Normatif, dimana artikel penelitian ini menggunakan bahan-bahan kepustakaan peraturan perundang-undangan sebagai sumber penelitiannya.Kata Kunci: Perlindungan Hukum; Pekerja Outsourcing; Perusahaan BUMN; Visi Misi Presiden Jokowi.
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Holkeri, Jukka. "Outsourcing of aviation technical services – a literature survey." Journal of Quality in Maintenance Engineering 26, no. 1 (February 27, 2019): 33–52. http://dx.doi.org/10.1108/jqme-11-2017-0079.
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Purpose The outsourcing of maintenance and other technical services is a growing trend and phenomenon in both military and civil aviation. The purpose of this paper is to characterize and analyze this trend by summarizing the existing research concerning outsourcing and the related service provider selection processes in this industry. Design/methodology/approach The concepts are identified and synthesized using a framework that articulates contexts, observed outcomes and generation mechanisms. Findings The expected growth trend of outsourcing was confirmed by the literature, and cost was also observed as a driver for the decision to outsource. However, one conclusion is that outsourcing of technical services is not solely cost-driven in aviation as clarity and partnership-type relations (working together for a common goal) appear to be the key success factors in the eventual working relationship. Research limitations/implications The focus of the published scientific material may be different compared to that of the actual industry. Empiric research is recommended to complement this literature survey. Social implications Improving the understanding of outsourcing activities may enable better efficiencies and even improve safety in aviation. Originality/value The concepts developed in this paper provide a suitable platform for further studies. In addition, the concepts serve as a concise introduction to the subject.
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A. P., Olannye, and Okoro O. M. "Enhancing Organizational Performance through Human Resource Outsourcing in the Nigerian Deposit Money Banks." Journal of Management and Strategy 8, no. 4 (July 13, 2017): 67. http://dx.doi.org/10.5430/jms.v8n4p67.
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As competition rages on in the business environment, the demand for increased productivity, profitability with reduced cost and effective performance has put organizations under pressure to redirect their strategy towards outsourcing in order to develop and focus on their core competencies. The broad objective of this study is to examine the effect of Human Resources Outsourcing on organizational performance in Deposit Money Banks. The study made use of a sample of 260 staff from 10 money deposit banks in the Asaba metropolis of Delta State, Nigeria. The research instrument was a 25-item validated structured questionnaire of the likert type scale. A cross-sectional survey research design method was adopted, and the statistical techniques used are principle component factor analysis, correlation and multiple regression analysis. The findings showed that that there is a significant positive relationship between the variables of human resource outsourcing and organizational performance. This implies that its effect on organizational performance such as cost savings and productivity is as a result of outsourcing activities. The study therefore concludes that recruitment process outsourcing has significant relationship with organizational performance by moving the recruitment process to a recruitment agency, time is saved by the managers for more efficient planning. There is a need to adopt effective strategies when outsourcing recruitment process because human resource is the most vital asset of any organization. The study therefore recommends that Deposit Money Banks should engage in Human resource (HR) outsourcing practices, in order to get access to expert services as well as to take advantage of the excellent quality that external vendors provide and focus on their core competencies.
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V, Smagin, Ilchenko V, and Diachenko T. "OUTSOURCING AS A MODERN TOOL FOR THE EFFECTIVE DEVELOPMENT OF ECONOMIC SYSTEMS IN THE CONDITIONS OF GLOBALIZATION." National Transport University Bulletin 49, no. 2 (2021): 150–61. http://dx.doi.org/10.33744/2308-6645-2021-2-49-150-161.
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The article is devoted to a comprehensive study of theoretical and methodological principles, scientific and practical approach to the use of outsourcing in national economic systems in the implementation of modern unstable, risky economic relations. The productive use of outsourcing is an organic component of the global process of intellectual production capital, which is realized mainly through international cooperation in the context of internationalization of production and exchange. These interconnected economic processes in the modern world unfold in a globalized market environment and are characterized by increased importance of various forms of division of labor, the growth of economic and organizational-economic interdependence of economic systems of different countries and international economic organizations. Internationalization, openness of economies determine social progress for all countries through the manifestation of the implementation of outsourcing services in global business relations. The object of research is to find out the advantages and potential of outsourcing on the basis of longterm experience of foreign countries in Ukraine. Research methods - scientific abstraction, statistical, analytical, logical-dialectical, empirical research. Analysis and comparison of a significant number of works on scientific substantiation and practical experience of using international outsourcing in the context of globalization by business companies to address topical issues of its implementation in the global market environment based on a number of positive and negative factors, incompletely received a competent assessment. The set of interpretations of outsourcing as a modern cooperative form of business relations in joint ventures is studied, the key determinants of intensification of outsourcing relations are clarified, the tendencies of their realization as a result of globalization processes are analyzed. A number of organizational and economic processes, models that can positively affect the quality of dynamic development of outsourcing are identified. There are also clarifications and a number of advantages of promoting the practice of its use. The peculiarities of the use of outsourcing services in the production process using the latest technologies through electronic information resources, the provision of services of various levels in developed market economies, as well as the problems of using outsourcing in the domestic economy. A number of proposals for the objective feasibility of implementing this type of cooperation to ensure high rates of activity of domestic business companies of various forms of ownership, production and services. KEY WORDS: ECONOMIC SYSTEMS, OUTSOURCING, GLOBALIZATION, INTERNATIONAL MARKET, BUSINESS COMPANIES
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Joardar, Arpita, Sibin Wu, and Shouming Chen. "The impact of national culture and type of entrepreneurs on outsourcing." International Entrepreneurship and Management Journal 10, no. 3 (January 9, 2013): 643–59. http://dx.doi.org/10.1007/s11365-012-0247-y.
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Chen, Liuxin, Gang Hao, and Huimin Wang. "Optimal Control of a Make-to-Stock System with Outsourced Production and Price-Sensitive Demand." Discrete Dynamics in Nature and Society 2014 (2014): 1–12. http://dx.doi.org/10.1155/2014/301309.
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We consider a make-to-stock system with controllable demand rate (by varying product selling price) and adjustable service rate (by outsourcing production). With one outsourcing alternative and a choice of either high or low price, the system decides at any point in time whether to produce or even outsource for additional capacity as well as which price to sell the product at. We show in the paper that the optimal control policy is of dynamic threshold type: all decisions are based on the product inventory position which represents the state of the system; there is a state dependent base stock level to decide on production and a higher level on outsourcing; and there is a state dependent threshold which divides the choice of high and low prices.
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Souza, Helton Saragor de, and Áquilas Nogueira Mendes. "Outsourcing and "dismantling" of steady jobs at hospitals." Revista da Escola de Enfermagem da USP 50, no. 2 (April 2016): 286–94. http://dx.doi.org/10.1590/s0080-623420160000200015.
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Abstract OBJECTIVE To relate hospitals' organizational structure as the core of a web of outsourced services and flexible employment bonds among healthcare professionals in the context of finance capitalism, analyzing work arrangements based mainly on the type of employment bond. METHOD Qualitative research through ethnography, interviews, data analysis, and case studies. The case studies were concentrated in 3 hospitals located in the São Paulo metropolitan region under different management types: public administration; outsourced administration via a healthcare social organization (HSO); and private administration. RESULTS This study highlights a trend in outsourcing, dismantling of steady jobs, and shaping working relations asymmetrically in terms of healthcare professions. CONCLUSION These aspects are characteristic of contemporary capitalism and post-Fordist work organization. In this context, the state under sponsorship cripples the very existence of an effective human resources policy, creating a favorable environment for outsourcing and flexibility of employment bonds among healthcare workers.
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Andersson, Fredrik, Henrik Jordahl, and Jens Josephson. "Outsourcing Public Services: Contractibility, Cost, and Quality." CESifo Economic Studies 65, no. 4 (June 14, 2019): 349–72. http://dx.doi.org/10.1093/cesifo/ifz009.
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AbstractWe review the literature on public sector outsourcing to explore if the theoretical predictions from the incomplete contracts literature hold up to recent empirical evidence. Guided by theory, we arrange services according to the type and magnitude of their contractibility problems. The empirical studies point at rather favourable outsourcing outcomes, in terms of costs and quality, for services without severe contracting problems. The picture is more mixed for services with tougher contracting problems, with the weight of the evidence in favour of public provision. This difference between services is largely in line with the property-rights framework and theories of incomplete contracts.
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Martins, Ana Lucia, Henrique Duarte, and Daniela Costa. "Buyer–supplier relationships in IT outsourcing: consultants’ perspective." International Journal of Logistics Management 29, no. 4 (November 12, 2018): 1215–36. http://dx.doi.org/10.1108/ijlm-11-2017-0288.
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Purpose Supply chain relationships have often been analysed from the macro-perspective of the companies involved, but there is less evidence of how relationships relate to the micro-perspective of persons involved. The purpose of this paper is to investigate, in IT outsourcing (ITO), how the buyer–supplier relationship type strengthens buyer performance from the perspective of consultants. Design/methodology/approach IT consultants were surveyed, and analysis was performed considering the aggregated values of variables that characterise buyer–supplier relationships adjusted to ITO. Findings The results show that strategic relationships are associated with higher supplier investment in relational management than in transactional ones. Similarly, in this type of relationship, higher levels of trust are linked to the recognition of more activities shared between parties involved than in transactional relationships. The improvement of supplier development by buyers was also found to improve buyers’ performance. Research limitations/implications The model proposed here was developed for nonspecific industries but tested in the context of ITO. Further research should be undertaken to broaden generalisability. Originality/value The paper provides an understanding of the influence of the buyer–supplier relationship type on buyer performance based both on relational management and, more specifically, how the formal dimension of supplier development can also contribute to performance. ITO is increasing worldwide, and relational management affects outsourcing outcomes in broad supply chain integration. This analysis is usually visited from buyer and supplier perspectives using decision makers. This paper assesses it from the perspective of consultants.
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Bajec, Patricija, and Igor Jakomin. "A Make-or-buy Decision Process for Outsourcing." PROMET - Traffic&Transportation 22, no. 4 (March 1, 2012): 285–91. http://dx.doi.org/10.7307/ptt.v22i4.193.
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Should firms perform logistics services on their own or should they buy them from a logistics provider? Today’s global competition forces companies to re-evaluate their existing processes, technologies and services in order to focuse on strategic activities. Outsourcing is now increasingly used as a competitive weapon in today’s economy. External parties can often do job quicker, cheaper and better. This has resulted in an increasing awareness of the importance of the make-or-buy decision, the dilemma organisations face when deciding between keeping logistics services in house or purchasing them from an outside logistics provider. This article provides a make-or-buy decision process methodology that any manager can implement – whatever the size or industrial type of the organization. The make-or-buy methodology is one of the most critical strategic decisions within logistics outsourcing and should be taken in a structured and consistent manner. A practical guide to this decision is a step-by-step guide to addressing make-or-buy decision in a consistent and structured manner. The high-level steps are as follows: • evaluate whether outsourcing is right for your company; • determine exactly what functions to outsource and the performance expectations; • use a well-defined professional selection process to evaluate and select which provider(s) are right for the job. KEY WORDS: logistics, logistics outsourcing, make-or-buy decision, outsourcing methodology
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Nielsen, Lars Bråd, and Hanne Nørreklit. "The outsourcing decision-making process: two extensions to the management accounting toolkit." Proceedings of Pragmatic Constructivism 2, no. 2 (September 1, 2012): 59–69. http://dx.doi.org/10.7146/propracon.v2i2.16681.
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In response to a lack of research, this paper explores the type of reasoning that companies use to structure their complex outsourcing decision and the procedures for producing relevant accounting information. Analyzing two manufacturing companies, we uncover two methods for structuring the outsourcing decision-making process and for determining relevant accounting information: an analytical method and an actor-based method rooted in pragmatic constructivism. The two cases show that both strategy and management accounting play an interrelated, crucial role in the decision to outsource. The article adds to the academic literature on calculative decision theory by accentuating the notion of ‘practice’ rational decision-making, where managers have to integrate sensing and reasoning into practical affairs. In practice, the results provide extensions to the management accounting toolkit since these cases can serve as inspiration for structuring the outsourcing decision-making process in similar situations.
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Lowe, D. Jordan, Marshall A. Geiger, and Kurt Pany. "The Effects of Internal Audit Outsourcing on Perceived External Auditor Independence." AUDITING: A Journal of Practice & Theory 18, s-1 (October 1, 1999): 7–26. http://dx.doi.org/10.2308/aud.1999.18.s-1.7.
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The accounting profession is currently attempting to redefine its role and is expanding the types of services provided. With this expansion, however, comes a concern regarding the potential lack of independence between the auditor and the client requesting these services. This exploratory study examines whether the outsourcing of the internal audit function to the company's external auditor affects financial statement users' perceptions of auditor independence oand financial statement reliability, as well as loan decisions. The overall objective of this study is to assess reactions to various internal-audit outsourcing arrangements, and in doing so, to evaluate the accounting profession's current position regarding the acceptability of performing this type of “extended audit service” to audit clients. Results indicate significant differences across the various outsourcing groups involving the company's external auditor and the nonoutsourced group. Specifically, auditor performance of management functions had a significantly negative impact on users' perceptions of auditor independence and financial statement reliability, and resulted in the lowest percentage of loan approvals. However, the separation of audit-firm staff performing the outsourced internal audit from those performing the financial statement audit had a significantly positive impact on financial statement users' perceptions and loan approvals. The findings of this study support the AICPA's current position on internal audit outsourcing and also suggest that a requirement be established that provides a distinct separation of staff between a CPA firm's internal and external audit teams.
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Wallo, Andreas, and Henrik Kock. "HR outsourcing in small and medium-sized enterprises." Personnel Review 47, no. 5 (August 6, 2018): 1003–18. http://dx.doi.org/10.1108/pr-03-2017-0066.
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Purpose Small and medium-sized enterprises (SMEs) are increasingly outsourcing human resource (HR) activities to outside labour market intermediaries. In this paper, the focus is on a specific type of labour market intermediary, the HR intermediary (HRI). The purpose of this paper is to describe and discuss SME outsourcing of HR services to membership-based HRIs, and potential problems and benefits that may arise in this process. Design/methodology/approach The empirical foundation comprises case studies of three Swedish HRIs and 12 of their SME clients. The data were collected through semi-structured interviews and a document study. Findings The findings show that social aspects such as trust, shared values, communication and commitment are crucial characteristics of the cooperation between HRIs and SMEs. These social aspects are a result of the owner/membership structure, and a distinguishing feature of the studied HRIs in comparison to other types of labour market intermediaries. Research limitations/implications The results of the study underline the need for increased research related to the intermediary concept and its meanings in different contexts. There is also a need for more empirical research on HRIs, e.g. comparisons between different types of HRIs, and studies of the emergence of virtual intermediaries. Future studies should focus on the role of LMIs and HRIs in regional development processes. Practical implications Companies that interact with HRIs should reflect on the different pros and cons that this cooperation may result in, both in the short term and in the longer term. Originality/value The study provides an enhanced understanding regarding the relations between SMEs and HRIs, based on the two broad types of SMEs (with low/high internal HR skills) and two types of HRIs (with short/long-term orientation).
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Ishak, Akhmad Harye Sumitra, Abd Kadir Adys, and Haerana Haerana. "Kinerja Pegawai Outsourcing Di Pt. Telkom Divre Vii Kota Makassar." KOLABORASI : JURNAL ADMINISTRASI PUBLIK 4, no. 3 (December 15, 2018): 268. http://dx.doi.org/10.26618/kjap.v4i3.1643.
Full textAbstract:
The purpose of this research was to explain the performance of outsourcing employees in the office of PT. Telkom Divre VII Makassar City. The informants in this research consisted of 8 people. The type of research used was phenomenology and data analysis used was a qualitative description by selecting certain people who are considered capable of providing information related to employee performance in the office PT. Telkom Divre VII Makassar City. The data collection techniques used by researchers are interview, observation, and documentation. The results of the research showed that there are five factors that become the basis for managing the performance of the outsourcing employee. The five factors are quality of work, timeliness, initiative, ability and communication in PT. Telkom as a measure of performance for all employees. Based on the results of research at the office of PT. Telkom City Access Makassar regarding employee performance is still good seen from the work of each employee based on the procedures that have been set by the company. Keywords : Performance, Outsourcing Employees, PT. Telkom Divre VII Makassar. ABSTRAK Tujuan penelitian ini untuk menjelaskan kinerja pegawai outsourcing di kantor PT. Telkom Divre VII Kota Makassar. Jumlah informan dalam penelitian ini adalah 8 orang. Jenis penelitian yang digunakan adalah fenomenologi dan analisis data yang digunakan adalah deskripsi kualitatif dengan memilih orang tertentu yang dianggap mampu memberikan informasi terkait kinerja pegawai di kantor PT. Telkom Divre VII Kota Makassar. Teknik pengumpulan data yang digunakan peneliti adalah wawancara, observasi, dan dokumentasi. Hasil penelitian menunjukkan, terdapat lima faktor yang menjadi dasar dalam manajemen kinerja pegawai outsourcing. Kelima faktor tersebut adalah kualitas kerja, ketepatan waktu, inisiatif, kemampuan dan komunikasi yang ada di kantor PT. Telkom tersebut sebagai alat ukur kinerja seluruh pegawai yang ada terkhusus pegawai outsourcing. Berdasarkan hasil penelitian di Kantor PT. Telkom Akses Divre VII Kota Makassar mengenai kinerja pegawai masih baik di lihat dari hasil kerja setiap pegawai berdasarkan prosedur yang sudah di tetapkan oleh perusahaan.Kata Kunci : Kinerja, Pegawai Outsourcing, PT. Telkom Divre VII Makassar
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Farkhoutdinov, Il'nur Ildusovich, and Aleksei Gennadevich Isavnin. "Restructuring Outsourcing: Classification and Methodical Approach to Evaluating Expediency and Economic Effect." International Journal of Financial Research 12, no. 2 (January 11, 2021): 274. http://dx.doi.org/10.5430/ijfr.v12n2p274.
Full textAbstract:
A large part of a country's national production is the result of the efforts and performance of organizations and institutions that are engaged in the production of goods and services. These organizations or institutions that operate in various forms of government, private and cooperative and in various sectors of industry, agriculture and services are called economic enterprises or manufacturing enterprises.Among the strategies that have played a role in economic development in recent decades and have led to its expansion; It is the creation of small and medium-sized enterprises that in most countries (developed and developing) the tendency to this type of enterprises has increased. Medium-sized enterprises, in terms of their significant role in job creation, competitiveness, innovation and organizational and economic development, are considered as drivers and engines of economic growth and are one of the most important priorities in economic development programs.In the modern world, classification and methodical approach to evaluating expediency and economic effect has a critical role. In this paper, we consider the restructuring of Russian industrial enterprises through the use of industrial outsourcing. An approach to the classification of restructuring industrial outsourcing is proposed, and a method of assessing the feasibility and economic effect of the usage of this type of outsourcing is developed.
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Kvachev, V. "Outsorcing of the Domestic Work in Russia: Precarious Employment in Substantive Economy." Living Standards of the Population in the Regions of Russia 14, no. 3 (October 8, 2018): 32–37. http://dx.doi.org/10.19181/1999-9836-2018-10025.
Full textAbstract:
Domestic labour is a very important part of national economy today. Domestic labour is aimed on reproduction of the labour potential of workers by efforts of a household. Usually domestic labour is realized by members of a particular household. However, in up-to-date economy households usually outsource particular functions of domestic labour outside the household. The most widespread is outsourcing of the domestic labour in the spheres of food preparation, childcare and everyday household services. Domestic labour outsourcing produces the whole segment of labour market aimed at meeting this demand. Employment in this segment is usually precarious and leads to decreasing living standards and developing a considerable sector of shadow economy.The Object of the Study. Outsourcing of the domestic labour in Russia.The Subject of the Study. Practices and directions of domestic labour outsourcing in Russia.The Main Provisions of the Article. Domestic labour consists of work implemented in or for a household. Domestic labour presumes a whole spectrum of life-sustaining activities. Cardinal changes in global economy impel households to take decisions concerning outsource domestic labour. Domestic labour outsourcing in terms of labour market theory is a gig-economy. Gig-economy produces a sphere of employment where a customer and a work performer are connected throughout Internet platforms or apps. This type of employment is characterized either by full absence of contracts or by constrained terms of contracts; by disguised employment or fictitious self-employment; be precarious working conditions such as verbal agreement of remuneration and lack of access to social guarantees and to labour rights protection.