Business Process Reengineering (BPR) is one of the current approaches organizations take to address global market pressures. BPR allows firms to analyze their internal processes with the view to developing customized goal-oriented solutions. On the other hand, Business Process Outsourcing (BPO) can be used: 1) as a tool for new processes defined by reengineering, which allows Information Techno...

As the focus of Information Technology outsourcing (ITO) and business process outsourcing (BPO) evolves from pure cost savings to diverse strategic objectives, the impact of externalizing these activities on the long‐term value of the firm surfaces as a key issue for researchers and practitioners. Principles of managing simple outsourcing initiatives may not be effective for c...

The outsourcing literature has offered a plethora of perspectives and models for understanding decision determinants and outcomes of outsourcing of business processes. While past studies have contributed significantly to scholarly research in this area, there are an insufficient number of studies that explore how information systems can be used to facilitate service provisioning. Consequently, ...

Business Process Outsourcing Retention of employees has become a critical issue in the corporate arena. With the increasing trend of frequent job switching among employees , it is a big challenge for HR Managers today to fulfill the aspirations of each and every employee and to bring congruence between organizational and individual goals. In the BPO sector of India where attrition rate is as hi...

Information Technology enabled Business Process Outsourcing (BPO) is a growing phenomenon yet little research has been conducted to understand what competencies are required of suppliers. A case study of outsourced customer management services in Australia seeks to determine whether the set of competencies previously identified by Feeny et al (2003) is relevant and complete. Initial results pro...

We suggest that insufficient attention to BPO governance is the main reason BPO relationships fail to deliver value. We present a governance model that increases the odds of BPO success. It is based on the premise that three key requirements of the outsourced process—its interdependence with other processes, its complexity, and its strategic importance to the enterprise—should determine three k...

Organizations are pursuing the outsourcing of business processes (BPO) to offshore locations. However, current research has shown that a knowledge-sharing gap between the client and vendor organizations leads to less than expected benefits. This research applies social capital theory to study the antecedents necessary for the creation of social and intellectual capital in the BPO relationship a...

Software-as-a-service (SaaS) providers are further expanding their offering by growing into the space of business process outsourcing (BPO). Therefore, the SaaS provider wants to administer and manage the business process steps according to a service level agreement. Outsourcing of business processes results in decentralized business workflows. However, current business process modeling languag...

This article describes the collaborative innovation practices used by outsourcing clients and their suppliers, based on insights gained from 26 organizations with a mature sourcing capability drawn from Europe, the U.S., and Asia/Pacific. We present a collaborative innovation framework comprising the four practices (Leading, Contracting, Organizing, and Performing) that these client organizatio...