Offshore Business Processing Outsourcing by Australian Enterprises to Service Providers Located in India

The primary research question for this PhD was: “What are the key factors that contribute to the success of offshore business process outsourcing (OBPO) by Australian and international organisations to service providers located in India and the Philippines?” A qualitative research design in the positivist paradigm was adopted, involving longitudinal case studies of five client companies. A primary contribution was identification of critical success factors for management of OBPO at the individual company level

Case studies on BPO and ITO at large captive operations in India.

The past decade has seen explosive growth in offshore Business Process Outsourcing (BPO) to India by US and European companies. However, Australian companies have been slower to take advantage of this trend towards Globally Distributed Work (GDW). This appears surprising given sixteen years of unbroken expansion of the Australian economy that have created near full employment and skills shortages that can be addressed by offshore outsourcing. However, a large-scale survey of domesticIT outsourcing in Australia reported that failure rates are higher than has been recognized in the literature, while practitioner sources report widely varying success rates with offshore IT and business process outsourcing. With little in the way of theory or models to guide management decision-making, perhaps the underparticipation by Australian companies is less surprising.An Australian Bank (ANZ) and a UK airline (British Airways) provide two examples of companies that have created value for shareholders through successful implementation of Globally Distributed Work. Both have utilized a captive business processing operation in India for over a decade, but have pursued contrasting BPO strategies. British Airways expanded the scope of its operation by taking on BPOwork for other companies in the travel sector, introduced private equity and then conducted a successful initial public offering. ANZ has expanded the size of its captive operations, integrated it more tightly into the parent company and is now capitalizing on the operational benefits offered by its Bangalore unit.While captive IT Enhanced Services (ITES) operations appear to offer advantages in terms of managing knowledge, they also require significant senior management commitment over 2-3 years to deliver business benefits and mentor the emergence of a cadre of ?culturally agile? managers. And yet the captive model appears least researched. The authors are using these and other case studies to develop a decision3 making framework that will assist companies to make effective investments in GDW,including making effective choices about engagement options and risk management

Case studies on Repcol and IORAM: Australian companies that are creating shareholder value through globally distributed work

The past decade has seen explosive growth in offshore Business Process Outsourcing (BPO) to India by US and European firms. However, Australian firms have been slower to take advantage of this trend. Offshore outsourcing by Australian firms is an under-researched area with little in the way of theory or models to guide management decisionmaking.The under-participation of Australian firms in Globally Distributed Work (GDW) to Indian service providers appears surprising given Australia?s full employment and aging population. Sixteen years of unbroken expansion of the Australian economy have created skills shortages that can be addressed by GDW, and Australia and India share many common characteristics that should facilitate mutually beneficial partnerships in GDW. Managers in Australian firms require a research-based framework to accelerate decision-making and adoption of Globally Distributed Work. The authors are endeavouring to use case studies to develop a decision-making framework that will assist Australian firms to make effective investments in GDW Repcol and Indian Ocean Rim Asset Management (IORAM) provide two examples of Australian firms that are creating value for shareholders through successful implementation of Globally Distributed Work. Repcol has leveraged GDW through a major investment in Bangalore. Effective management of GDW has enabled Repcol to grow from a small, privately owned Australian company into a global provider of financial services that is now listed on the Australian Stock Exchange. IORAM provides another example of an Australian boutique fund manager that is utilizing a?captive? Business Processing operation in Bangalore to drive higher returns from investment in listed Australiansmall capitalization stocks. Case studies of Repcol and IORAM provide insights for Australian mid-sized firms and organizations considering GDW. Both IORAM and Repcol appear to have utilized GDW in a manner that could be described as 'transformational'

Offshore BPO at large captive operations in India

Purpose: The purpose of this paper is to contribute towards development of a managementframework for offshore business process outsourcing (BPO). Design/methodology/approach: This paper utilises longitudinal case studies to identify successfactors in managing offshore BPO via the captive model (i.e. wholly-owned subsidiary). Findings: Success in offshore BPO is based on a combination of cost savings, technical servicequality and strategic issues, is specific to business context and will change over time. Choice ofengagement model (e.g. captive operation or arms-length contracting) is an important success factor. Advantages of captive centers arise from higher levels of relationship quality, trust and collaborationeffectiveness. Research limitations/implications: This paper focuses on two global companies in two industrysectors (airlines and telecommunications), and both have adopted one particular BPO model (i.e.captive operation). Originality/value: The paper contributes to scarce literature on offshore captive BPO operations,the most common but also least researched engagement model. The findings have practicalimplications for managers designing offshore BPO strategy

Advances in global sourcing: models, governance, and relationships: 7th global sourcing workshop 2013 Val d'Isère, France, March 11-14, 2013 revised selected papers

This paper sets out to explore the drivers and determinants of offshore BPO decisions related to the persistence and particularly the evolution of the captive model. This paper aims to make a contribution by applying institutional theory to individual firm decisions with respect to offshore BPO engagement model. This research utilises a longitudinal case study research method to analyse the institutional influences on senior managers in client companies and their offshore service providers. An institutional theory framework applicable to offshore BPO is extracted from the case studies in the financial services, telecommunications and airlines industries. Institutional theory is shown to have explanatory power for observed macro trends in offshore captive centre models. The implications for management are that successful offshore BPO requires effective action to win legitimacy for offshoring decisions from key stakeholder groups that can exert coercive or normative influences

Opaque indifference, trust and service provider success in offshore business process outsourcing

Business Process Outsourcing (BPO) is the delegation of one or more business processes to an external service provider (which may be an offshore captive centre or a third party). The focus of most BPO research has been the cost reductions delivered by third party providers of BPO services in offshore locations in India, Eastern Europe and elsewhere, and there has been little research on captive centres or the satisfaction of the end customer. This paper introduces the new concept of “opaque indifference” (where the end-user is indifferent to where or by whom the service is provided) and its association with customer satisfaction and BPO success. A model incorporating these concepts is introduced and investigated via four in-depth longitudinal case studies

Capturing stakeholder engagement: CSR and gender equality in global in-house centres

© Springer International Publishing AG 2017. Understanding the strategic relevance or significance of Corporate Social Responsibility (CSR) in the international offshore business process outsourcing (OBPO) context requires examination of the complexity of conflicting interests of competing stakeholders, philosophical and theoretical perspectives within the frameworks of different cultures, legal systems and attitudes. This research makes an original contribution to the study of CSR activities of organisations involved in OBPO. The findings could be useful for other researchers in the areas of CSR and compliance, for evaluating or comparing other programs, or used to assist businesses involved in OBPO to target their CSR strategies. This chapter investigates how CSR, particularly the contribution of CSR to gender equity in the workforce, as it is applied and implemented by organisations that engage in OBPO. It contributes to a stream of research that addresses critical success factors for OBPO relating to relationships and end-user customers