Offshore BPO at large captive operations in India
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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.
The definitive version of this article is available from the Emeral Group Publishing Limited at: www.emeraldinsight.com/0959-3845.htm
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