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    Offshore BPO at large captive operations in India

    129975_Offshore%20BPO.pdf (278.2Kb)
    Access Status
    Open access
    Authors
    Penter, Kevan
    Pervan, Graham
    Wreford, John
    Date
    2009
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Penter, Kevan and Pervan, Graham and Wreford, John. 2009. Offshore BPO at large captive operations in India. Information Technology and People. 22 (3): pp. 201-222.
    Source Title
    Information Technology and People
    Additional URLs
    http://www.emeraldinsight.com/0959-3845.htm
    ISSN
    09593845
    Faculty
    Curtin Business School
    School of Information Systems
    Remarks

    The definitive version of this article is available from the Emeral Group Publishing Limited at: www.emeraldinsight.com/0959-3845.htm

    URI
    http://hdl.handle.net/20.500.11937/35629
    Collection
    • Curtin Research Publications
    Abstract

    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.

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