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Articoli di riviste sul tema "IT Outsourcing"

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Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 25 gennaio 2023

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1

ORUGBO, Ena E., Babakalli M. ALKALI, Anjali DESILVA e David K. HARRISON. "ALIGNMENT MODEL FOR TRUNK ROAD NETWORK MAINTENANCE OUTSOURCING". JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 22, n. 4 (1 settembre 2015): 500–508. http://dx.doi.org/10.3846/13923730.2014.897985.

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

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Markowska, Katarzyna. "Decision-making problems of recipients of railway freight transport outsourcing services". Rail Vehicles, n. 1 (5 febbraio 2019): 50–55. http://dx.doi.org/10.53502/rail-138506.

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

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Handoko, Ruddy. "PENEGAKAN HUKUM TERHADAP PERUSAHAAN YANG MENGGUNAKAN SISTEM OUTSOURCING DI INDONESIA". SPEKTRUM HUKUM 14, n. 2 (13 luglio 2019): 199. http://dx.doi.org/10.35973/sh.v14i2.1077.

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

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Koku, Paul Sergius. "A view from the street: an exploratory study of consumer attitudes toward offshoring of professional services in the United States". Journal of Services Marketing 29, n. 2 (13 aprile 2015): 150–59. http://dx.doi.org/10.1108/jsm-10-2013-0263.

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

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Lacity, Mary, e Leslie Willcocks. "Outsourcing Business and I.T. Services: the Evidence of Success, Robust Practices and Contractual Challenges". Legal Information Management 12, n. 1 (marzo 2012): 2–8. http://dx.doi.org/10.1017/s1472669612000060.

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

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

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

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Prestowitz, Clyde. "Smart Outsourcing, Dumb Outsourcing". New Perspectives Quarterly 21, n. 3 (luglio 2004): 40–42. http://dx.doi.org/10.1111/j.1540-5842.2004.00681.x.

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Lee, Gyeo Reh, Shinwoo Lee, Deanna Malatesta e Sergio Fernandez. "Outsourcing and Organizational Performance: The Employee Perspective". American Review of Public Administration 49, n. 8 (12 giugno 2019): 973–86. http://dx.doi.org/10.1177/0275074019855469.

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

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Napitupulu, Reimond Hasangapan Mikkael, Cucu Handayani e Haryati Haryati. "Metode Simple Additive Weighting (SAW) Untuk Menentukan Karyawan Outsourching Terbaik Di PT Bank BNI Cabang Cirebon". BINA INSANI ICT JOURNAL 8, n. 2 (13 dicembre 2021): 166. http://dx.doi.org/10.51211/biict.v8i2.1584.

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

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Masnun, Ariyanto. "Faktor Penentu Kepuasan Kerja Karyawan Outsourcing dan Pengaruhnya Terhadap Kinerja di Bank Rakyat Indonesia (BRI) Cabang Bangko". Jurnal Ilmiah Tata Sejuta STIA Mataram 4, n. 2 (29 settembre 2018): 84–95. http://dx.doi.org/10.32666/tatasejuta.v4i2.32.

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

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

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

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A, Arnida. "ANALISIS SISTEM INFORMASI PENGGAJIAN KARYAWAN OUTSOURCING PADA PT MAKMUR PALU JAYA BERBASIS DEKSTOP". JURNAL IT 10, n. 1 (10 ottobre 2019): 90–102. http://dx.doi.org/10.37639/jti.v10i1.82.

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

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Widyastuti, Ira. "Faktor Penentu Kepuasan Kerja Karyawan Outsourcing di Perbankan". Jurnal Manajemen Bisnis 17, n. 3 (31 luglio 2020): 326. http://dx.doi.org/10.38043/jmb.v17i3.2490.

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

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Lewis, Alfred. "Outsourcing". Disease Management and Health Outcomes 3, n. 1 (1998): 23–34. http://dx.doi.org/10.2165/00115677-199803010-00003.

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Vanmeenen, Karen. "Outsourcing". Afterimage 28, n. 2 (settembre 2000): 3. http://dx.doi.org/10.1525/aft.2000.28.2.3a.

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Harken, Shelby E. "Outsourcing". Cataloging & Classification Quarterly 23, n. 2 (9 dicembre 1996): 67–87. http://dx.doi.org/10.1300/j104v23n02_06.

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Strickland, Stephanie A. "Outsourcing". Journal of Library Administration 29, n. 2 (giugno 2000): 63–72. http://dx.doi.org/10.1300/j111v29n02_07.

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Turner, Brenda G. "Outsourcing". Journal of Library Administration 31, n. 1 (31 dicembre 2000): 55–65. http://dx.doi.org/10.1300/j111v31n01_04.

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SIMPSON, ROY L. "Outsourcing". Nursing Management (Springhouse) 26, n. 4 (aprile 1995): 22???24. http://dx.doi.org/10.1097/00006247-199504000-00005.

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Cram, Nick. "Outsourcing". Journal of Clinical Engineering 27, n. 4 (2002): 248. http://dx.doi.org/10.1097/00004669-200202740-00004.

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Scheschy, Virginia M. "Outsourcing". Technical Services Quarterly 16, n. 3 (marzo 1999): 31–41. http://dx.doi.org/10.1300/j124v16n03_03.

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Godfrey-Faussett, Matthew. "Outsourcing". Computer Law & Security Review 13, n. 3 (maggio 1997): 176–81. http://dx.doi.org/10.1016/s0267-3649(97)86896-3.

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Basar, Bilsen. "Outsourcing". Controlling 24, n. 7 (2012): 392–94. http://dx.doi.org/10.15358/0935-0381-2012-7-392.

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Greco, JoAnn. "OUTSOURCING:". Journal of Business Strategy 18, n. 4 (aprile 1997): 48–54. http://dx.doi.org/10.1108/eb039872.

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Forst, Leland I. "Outsourcing". Journal of Business Strategy 20, n. 3 (marzo 1999): 11–14. http://dx.doi.org/10.1108/eb040000.

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Fauziyya, Anisah Ulfah, Erry Rimawan, Tubagus Hendri Febriana e Febri Winday. "Analysis Influence of Organizational Commitment, Job Satisfaction, and Work Stress on Turnover Intention of Outsourching Employee in Automotive Company at PT. XYZ". Volume 5 - 2020, Issue 8 - August 5, n. 8 (27 agosto 2020): 569–75. http://dx.doi.org/10.38124/ijisrt20aug215.

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

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Chakravarty, Anindita, Rajdeep Grewal, Suprateek Sarker e V. Sambamurthy. "Choice of Geographical Location as Governance Strategy in Outsourcing Contracts: Localized Outsourcing, Global Outsourcing, and Onshore Outsourcing". Customer Needs and Solutions 1, n. 1 (6 gennaio 2014): 11–22. http://dx.doi.org/10.1007/s40547-013-0004-6.

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Foxman, Noah. "SUCCEEDING IN OUTSOURCING Cultivate the Outsourcing Relationship". Information Systems Management 11, n. 1 (gennaio 1994): 77–80. http://dx.doi.org/10.1080/10580539408964625.

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Fröschl, Friedrich. "Vom luK-Outsourcing zum Business Process Outsourcing". Wirtschaftsinformatik 41, n. 5 (ottobre 1999): 458–60. http://dx.doi.org/10.1007/bf03250675.

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KUDINA, Olha, Viktoria VOYTKO e Andriy TYRINOV. "ACCOUNTING OUTSOURCING". Ukrainian Journal of Applied Economics 5, n. 2 (7 maggio 2020): 135–41. http://dx.doi.org/10.36887/2415-8453-2020-2-17.

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

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Zehnder, Adalbert. "Sozusagen verheiratet". kma - Klinik Management aktuell 13, n. 05 (maggio 2008): 8. http://dx.doi.org/10.1055/s-0036-1574673.

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

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Opatrný, Michal, e Tereza Morongová. "The Outsourcing of Neighbourly Love". Studia theologica 18, n. 4 (1 dicembre 2016): 111–24. http://dx.doi.org/10.5507/sth.2016.041.

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Dr. V. Sreedevi, Dr V. Sreedevi. "Outsourcing of Geriatric Services". Indian Journal of Applied Research 1, n. 6 (1 ottobre 2011): 148–50. http://dx.doi.org/10.15373/2249555x/mar2012/51.

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34

Garofolo, Wei, e Fabio Garofolo. "Global outsourcing". Bioanalysis 2, n. 2 (febbraio 2010): 149–52. http://dx.doi.org/10.4155/bio.09.183.

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35

Aleksandr Golts. "WAR OUTSOURCING". Current Digest of the Russian Press, The 73, n. 042 (17 ottobre 2021): 18–20. http://dx.doi.org/10.21557/dsp.71461058.

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36

Gobble, MaryAnne M. "Outsourcing Innovation". Research-Technology Management 56, n. 4 (luglio 2013): 64–67. http://dx.doi.org/10.5437/08956308x5604005.

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37

Singer, P. W. "Outsourcing War". Foreign Affairs 84, n. 2 (2005): 119. http://dx.doi.org/10.2307/20034280.

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38

Piachaud, Bianca. "Outsourcing Technology". Research-Technology Management 48, n. 3 (maggio 2005): 40–46. http://dx.doi.org/10.1080/08956308.2005.11657314.

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39

Cui, Zhijian, Christoph H. Loch, Bernd Grossmann e Ru He. "Outsourcing Innovation". Research-Technology Management 52, n. 6 (novembre 2009): 54–63. http://dx.doi.org/10.1080/08956308.2009.11657600.

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40

Ferguson, Ernest, Clifton Kussmaul, Daniel D. McCracken e Mary Ann Robbert. "Offshore outsourcing". ACM SIGCSE Bulletin 36, n. 1 (marzo 2004): 330–31. http://dx.doi.org/10.1145/1028174.971415.

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41

Winder, Michael. "TRANSITIONAL OUTSOURCING". Information Systems Management 11, n. 4 (gennaio 1994): 65–68. http://dx.doi.org/10.1080/07399019408964674.

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42

Polishchuk, L. "Institutional Outsourcing". Voprosy Ekonomiki, n. 9 (20 settembre 2013): 40–65. http://dx.doi.org/10.32609/0042-8736-2013-9-40-65.

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Abstract (sommario):

Since the inception of market reforms until the present day Russian institutions have been shaped primarily by economic and political elites, with minimal involvement of the rest of the society in this process. Outcomes of such “institutional outsourcing” for the society depend on the affinity between elites’ preferences and societal needs. Low quality of Russian institutions is explained in the paper by a substantial conflict of interests between the society and unaccountable elites. Prospects of Russian modernization are thus contingent on the accumulation of civic culture and more effective representation of the society in the process of institutional change.

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43

Shearer, David. "Outsourcing War". Foreign Policy, n. 112 (1998): 68. http://dx.doi.org/10.2307/1149036.

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44

Leinaweaver, Jessaca B. "Outsourcing Care". Latin American Perspectives 37, n. 5 (settembre 2010): 67–87. http://dx.doi.org/10.1177/0094582x10380222.

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45

Lee, Seungbum. "Global Outsourcing". Global Business Review 11, n. 2 (giugno 2010): 153–65. http://dx.doi.org/10.1177/097215091001100203.

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46

Collins, L. "Outsourcing research". IEE Review 49, n. 6 (1 giugno 2003): 44–47. http://dx.doi.org/10.1049/ir:20030606.

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47

Mallapaty, Smriti. "Outsourcing discovery". Nature 552, n. 7683 (dicembre 2017): S5. http://dx.doi.org/10.1038/d41586-017-07419-x.

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48

Sparrow, E. "Successful outsourcing". Computer Bulletin 46, n. 3 (1 maggio 2004): 22–23. http://dx.doi.org/10.1093/combul/46.3.22.

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49

Benko, Cathleen. "OUTSOURCING EVALUATION". Information Systems Management 10, n. 2 (1993): 45–50. http://dx.doi.org/10.1080/10580539308906927.

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50

Jones, Wendell. "Outsourcing Basics". Information Systems Management 14, n. 1 (gennaio 1997): 66–69. http://dx.doi.org/10.1080/10580539708907034.

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