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OFFSHORING OF IT AND IT-ENABLED SERVICES: how far does India benefit from Its outsourcing industry  [cached]
ANINDYA BHATTACHARYA
InternexT : Revista Eletr?nica de Negócios Internacionais da ESPM , 2007,
Abstract: The literature on services offshoring typically focuses on the extent of job losses in the homecountry. The impact on recipient countries is rarely examined in the western debate onoffshore outsourcing. The purpose of this paper is to analyze the impact of offshoring ininformation technology (IT) and IT-enabled services (ITES), including business processoutsourcing (BPO), on employment creation and technology diffusion/innovation gap inIndia. The paper concludes that being a service industry, the IT/ITES sector cannot beexpected to solve India’s massive unemployment problem. India needs to build laborintensive,manufactured products, not just services, in order to create jobs for millions ofeducated but unemployed young Indians. Concerning technology diffusion/innovation gap, inspite of impressive progress achieved by Indian service providers, they continue to lag behindin high-end areas that call for creativity and innovation such as inventing innovative businessproducts, and creating new global markets for such products.
Offshoring de servi os de call center: um estudo comparativo entre Brasil, índia e áfrica do Sul Offshoring de servicios de call center: un estudio comparativo entre Brasil, India y áfrica del Sur Offshoring of call center services: a comparison of brazilian, indian and south african options  [cached]
Paulo Roberto Gi?o,Moacir de Miranda Oliveira Júnior
Rege : Revista de Gest?o , 2009,
Abstract: O setor de call centers tem apresentado grande desenvolvimento em todo o mundo, impulsionado principalmente pelo avan o observado nas telecomunica es e na tecnologia da informa o e pela necessidade de oferecer atendimento aos clientes, em muitos casos sob exigência de órg os reguladores. Uma forte tendência internacional também tem sido observada no setor, referente ao offshoring (migra o) de servi os de países desenvolvidos para países emergentes. Este artigo discute o offshoring de servi os de call center e apresenta três objetivos. O primeiro é comparar, a partir de variáveis críticas, a indústria de call centers em três países emergentes: índia, áfrica do Sul e Brasil. O segundo é entender os motivos que levaram a índia a ocupar papel de destaque mundial no offshoring de servi os de call center. O terceiro objetivo é entender o que distingue os call centers brasileiros dos indianos no que diz respeito às variáveis relevantes para o offshoring. Para isso, foram analisados dados primários de 235 empresas de call center coletados a partir da aplica o de um survey nos três países analisados. Esses dados s o oriundos de uma pesquisa internacional intitulada The Global Call Center Industry Project (GCCIP), que está sendo realizada simultaneamente em vinte países de todos os continentes. El sector de call centers ha presentado gran desarrollo en todo el mundo, impulsado principalmente por el avance observado en las telecomunicaciones y tecnología de la información y por la necesidad de ofrecer atención a los clientes, en muchos casos bajo exigencia de órganos reguladores. Una fuerte tendencia internacional también ha sido observada en el sector, referente al offshoring de servicios de países desarrollados para países emergentes. Este artículo discute el offshoring de servicios de call center y presenta tres objetivos. El primero es comparar, a partir de variables críticas, la industria de call centers en tres países emergentes: India, áfrica del Sur y Brasil. El segundo es entender los motivos que llevaron India a ocupar un rol de destaque mundial en offshoring de servicios de call center. El tercer objetivo es entender lo que distingue los call centers brasile os de los indianos, cuanto a las variables relevantes para el offshoring. Para eso fueron analizados datos primarios de 235 empresas de call center colectados a partir de la aplicación de un survey en los tres países analizados. Esos datos son oriundos de una investigación internacional intitulada The Global Call Center Industry Project (GCCIP), que está siendo realizada de manera simultánea en v
Innovaciones organizativas y productividad: el caso del outsourcing internacional  [PDF]
José Carlos Fari?as,Ana Martín Marcos
Investigaciones Regionales , 2009,
Abstract: La evolución reciente del comercio internacional se ha caracterizado, entre otros factores, por un creciente aprovisionamiento de inputs intermedios en los mercados internacionales. En este artículo se analizan estas decisiones empresariales a través de la comparación de las características de tama o, productividad, edad, intensidad de capital, composición de la mano de obra, esfuerzo innovador, costes, participación de capital extranjero, entre las empresas que hacen outsourcing internacional y las que no lo hacen. Para organizar el análisis empírico se toma como referencia el modelo de Antràs y Helpman (2004) que predice que las empresas con mayor productividad se autoseleccionan al tomar la decisión de realizar outsourcing internacional. El artículo ofrece evidencia empírica que confirma esta predicción a partir de una muestra de empresas industriales espa olas de la Encuesta sobre Estrategias Empresariales.
International Modularity and Offshoring in Spanish Industry  [PDF]
Sandra Valle, Lucía Avella, Francisco García
Modern Economy (ME) , 2011, DOI: 10.4236/me.2011.24076
Abstract: This paper aims to analyze participation by Spanish industrial firms in the marked process of international production modularity or fragmentation that is taking place on a global scale. It studies whether firms use offshoring (that is, transfer activities abroad), what type of activities are offshored, the type of offshoring used, the main target countries, the reasons for offshoring and the benefits it brings. Qualitative research into four Spanish business groups shows that they all use offshoring, mostly outsourcing manufacturing to international suppliers. When choosing offshore location, these groups aim to achieve not only cost savings but also advantages from the agglomeration of the agents with which they need to interact, as well as access to new markets and relevant resources (infrastructure, auxiliary industry, production capacity, technology and know-how).
LA ESTRATEGIA DE OUTSOURCING INTERNACIONAL EN ESPA A: UNA APROXIMACIóN A LOS SECTORES MANUFACTUREROS TRADICIONALES  [PDF]
Linares Navarro, E.,Pla Barber, J.,Puig Blanco, F
Investigaciones Europeas de Direccion y Economia de la Empresa , 2009,
Abstract: En los últimos a os el uso por parte de las empresas de la estrategia de outsourcing en sus dos vertientes (nacional e internacional)1 está siendo una práctica habitual en los países desarrollados, especialmente en los sectores manufactureros tradicionales. Dado el desarrollo experimentado y las implicaciones técnico-productivas y sociales que se derivan de su implementación, en este trabajo analizamos cuál ha sido la tendencia de esa estrategia en estos sectores durante el periodo 1985-2004 y contrastamos qué relación existe entre ésta y dos de sus principales factores determinantes: el tama o y la experiencia internacional. De los resultados más generales se desprende que el outsourcing muestra un desarrollo claramente alcista. Respecto a sus determinantes, se contrasta la influencia negativa del tama o en el uso del outsourcing global y se observa una significativa relación positiva entre el outsourcing internacional y la experiencia internacional de la empresa.
CAFé Y CULTURA PRODUCTIVA EN UNA REGIóN DE VERACRUZ
María Teresa Ejea Mendoza
Nueva antropología , 2009,
Abstract: El artículo trata sobre las relaciones económicas y socioculturales que se establecen en torno a la producción de café. Se centra en las estrategias de los peque os productores de una región del centro de Veracruz, México, orientadas a enfrentar los cambios suscitados en el sector durante los últimos a os. Establece que la variedad de prácticas productivas se relaciona con los modos específicos de concebir el café, y que tales formas de pensamiento y de práctica se han ido construyendo socialmente, en el marco de un contexto histórico-social, local y regional, a partir de la experiencia y la posición de los peque os productores en la cadena productiva. En el artículo se identifican, dentro de la variedad de respuestas individuales y familiares, dos tendencias generales, dos modos de trabajar y pensar el café, asociados a dos esquemas productivos, uno especializado y otro diversificado. Para caracterizar estas dos tendencias, el artículo describe -a manera de comparación- las estrategias desarrolladas por los productores de dos localidades de la región, y cómo estas estrategias les permiten mantenerse como cafetaleros. Esta diversidad de estrategias coloca a los productores en posiciones distintas frente a las actuales dinámicas del mercado internacional -que dejó de estar regulado y pasó a organizarse como oligopolio-, tendiente a la segmentación e influido por nuevos patrones de consumo.
BUSINESS OFFSHORING IMPLICATIONS ON THE LABOUR MARKET
Serghei M RGULESCU,Elena M RGULESCU
Lex et Scientia , 2012,
Abstract: In terms of economic policy, three new aspects are important in the current context of globalization which brings forward new strategies regarding the outsourcing and offshoring of activities and functions of the value chain. These aspects refer to the instant appearance of an offshore transferable function , to the unpredictability of winning and losing functions and to the lowering of competition from the levels of sector, company or professional qualification category to an individual level.. Of the three features, the most problematic for policy makers is the unpredictability of the impact of globalization. For example, in Europe we can not reasonably believe that workers in the most competitive sectors will be in a position of winners, nor that these winners will be the most prepared or trained in analytical functions. Many European workers currently work at prices fixed by the local market and not covered by productivity. But when the competition on functions will expand through globalization outside the country or area, their choices will be either a job loss or a reduction in salary. The question that will be raised ever insistently will be the following: what jobs are more exposed to this new competition? On the one hand, offshoring is on balance positive for Western economies, because it makes domestic companies more competitive. At the same time the material outsourcing is, for most developed economies, much more important than the outsourcing of services and the implications for labor market must be objectively differentiated in the two sectors. On the other hand, if we take into account the amplification of the effects that offshoring already has on the structure and distribution of labor, the socio-economic European policy of labor orientation to the coordinates of a "knowledge based" economy and to the jobs of the "information society" could be wrong.
BUSINESS OFFSHORING IMPLICATIONS ON THE LABOUR MARKET
SERGHEI MARGULESCU,ELENA MARGULESCU
Challenges of the Knowledge Society , 2012,
Abstract: In terms of economic policy, three new aspects are important in the current context of globalization which brings forward new strategies regarding the outsourcing and offshoring of activities and functions of the value chain. These aspects refer to the instant appearance of an offshore transferable function , to the unpredictability of winning and losing functions and to the lowering of competition from the levels of sector, company or professional qualification category to an individual level. Of the three features, the most problematic for policy makers is the unpredictability of the impact of globalization. For example, in Europe we can not reasonably believe that workers in the most competitive sectors will be in a position of winners, nor that these winners will be the most prepared or trained in analytical functions. Many European workers currently work at prices fixed by the local market and not covered by productivity. But when the competition on functions will expand through globalization outside the country or area, their choices will be either a job loss or a reduction in salary. The question that will be raised ever insistently will be the following: what jobs are more exposed to this new competition? On the one hand, offshoring is on balance positive for Western economies, because it makes domestic companies more competitive. At the same time the material outsourcing is, for most developed economies, much more important than the outsourcing of services and the implications for labor market must be objectively differentiated in the two sectors. On the other hand, if we take into account the amplification of the effects that offshoring already has on the structure and distribution of labor, the socio-economic European policy of labor orientation to the coordinates of a "knowledge based" economy and to the jobs of the "information society" could be wrong.
Services offshoring and its strategic effects on value chains
Gi?o, Paulo Roberto;Oliveira Júnior, Moacir de Miranda;Vasconcellos, Eduardo Pinheiro Gondim de;
BAR. Brazilian Administration Review , 2008, DOI: 10.1590/S1807-76922008000300003
Abstract: this article's main objective is to examine some known management theories under the offshoring point of view. it detaches some factors in existing theories and how they can be at risk in an increasing offshoring of services processes. in the absence of more systematic studies about the effects of offshoring over value chain and core competencies imprecise borders and definitions, we try to interpret them in a holistic manner and stimulate discussions in a new area of study rather than to provide definitive general conclusions. the methodological aspects mainly concerning the offshoring bibliography are very impressive, especially since 2000. there seems to be a new trend appearing, like a wedge between strategy and international business theories, or that at least complements these theories. the analysis presented in this paper is offered as an aid to systematic investigation involving value chains, core competencies, innovations and the accelerated process of offshore outsourcing of services. some preliminary evidence showed countries and companies in good conditions to improve their participation in the international market. the internationalization of these new firms from emerging countries and their learning process may need extension to existing theories, at least from the perspective of emerging and in the developing world.
Services Offshoring and Its Strategic Effects on Value Chains
Paulo Roberto Gi?o,Moacir de Miranda Oliveira Júnior,Eduardo Pinheiro Gondim de Vasconcellos
BAR. Brazilian Administration Review , 2008,
Abstract: This article’s main objective is to examine some known management theories under the offshoring point of view. It detaches some factors in existing theories and how they can be at risk in an increasing offshoring of services processes. In the absence of more systematic studies about the effects of offshoring over value chain and core competencies imprecise borders and definitions, we try to interpret them in a holistic manner and stimulate discussions in a new area of study rather than to provide definitive general conclusions. The methodological aspects mainly concerning the offshoring bibliography are very impressive, especially since 2000. There seems to be a new trend appearing, like a wedge between strategy and international business theories, or that at least complements these theories. The analysis presented in this paper is offered as an aid to systematic investigation involving value chains, core competencies, innovations and the accelerated process of offshore outsourcing of services. Some preliminary evidence showed countries and companies in good conditions to improve their participation in the international market. The internationalization of these new firms from emerging countries and their learning process may need extension to existing theories, at least from the perspective of emerging and in the developing world.
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