By Mary C. Lacity
A wealthy database of over 2,200 outsourcing preparations, studied throughout sectors and geographies, and through the years, from inception, via agreement signing, to results. This ebook has extraordinary perception into the strong practices which were confirmed potent time and again.
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Extra info for Advanced Outsourcing Practice: Rethinking Ito, Bpo and Cloud Services
In the BPO data, only 20% of the ﬁndings reported that BPO was done by client ﬁrms with poor ﬁnancial performance. In contrast to ITO, the BPO research is based on only ﬁve studies, of which three found that good client ﬁrm performance was positively associated with BPO decisions. This result suggests that client ﬁrms with good performance were more likely to outsource business processes. The difference between ITO and BPO research pertaining to prior client ﬁrm performance might be the result of large-scale ITO decisions, which are more likely than BPO decisions to involve the sale and transfer of expensive assets, and thus ITO may be a better way to raise cash than BPO.
Leslie would like to thank his circle of family and friends for their forbearance and humor, and especially George, Catherine, and Chrisanthi, not least for the getaway nights at the opera, and Andrew for persisting with the tennis, against odds. Above everything, love to his beloved wife Damaris, who brings joy to all life holds. We thank the following publishers: The Foreword – Time For a Rethink by Michael J. Salvino. A slightly longer version of this article ﬁrst appeared in the October 2009 issue of Outlook: The Journal of High Performance Business.
Of the 16 times it was examined, effective knowledge sharing was always signiﬁcantly and positively related to outsourcing outcomes. For example, in an ITO survey of 195 Korean public sector organizations, Lee (2001) reported a signiﬁcant positive correlation between overall knowledge sharing and outsourcing Lacity et al. 15 success in terms of strategic, economic, and technological beneﬁts. In the BPO literature, Mahmoodzadeh et al. (2009) studied an Iranian company’s outsourcing relationship and developed a comprehensive BPO framework designed to show how effective knowledge sharing contributes to successful outsourcing.