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The aim of this paper is to extend a conceptual understanding of business process outsourcing (BPO) and its prevailing practices in the background of the post‐liberalized economic scenario of India. Efforts have also been made to discuss the major work verticals of Indian ITES‐BPO industry, which further reveals the fact of its domain expertise and in‐time delivery of services in a pre‐determined standard with least possible cost that has made India a BPO hub. The later part of the study deals with an empirical SWOT‐analysis that highlights the key factors that have significant bearing to the very flourishment of this sunshine industry.

The data collected for the analysis are secondary in nature and include various journals, periodicals, survey reports and on‐line business reports/news. The techniques like trend analysis and SWOT analysis in particular have been implemented for the purpose of study.

The paper found that in addition to the growth of traditional industries, patronization of this emerging sector is also a high necessity, looking at its socio‐economic contribution to the society on one hand and considerable amount of employment creation and income generation capabilities for the bright mass of the country that restrict “brain drain”, on the other hand.

The paper describes, analyses and critiques the outsourcing industry in India with reference to a core theory base. It is expected to be helpful in stimulating the analytical mind of the researchers and industry practitioner of the area for scientific decision making and furthering the research on this particular aspect of business.

This case attempts to study one of the key problems faced by a multinational organisation in the globalised environment that exists today: whether to outsource or insource. Outsourcing deals with getting into a contract with an outside vendor/supplier (local to the region in question) to deliver services to the parent company as per the agreed deliverables. On the other hand, insourcing deals with setting up operations in the destination country and hiring local staff on behalf of the company to do the same tasks.

Historically, outsourcing has been considered a better choice because of several benefits such as the ease of setting up operations, a predictable costing model and reduced capital investment. However, it comes with its own set of disadvantages as well, including a high attrition rate and a sub-standard level of quality in the deliverables. Apart from the quantifiable parameters, there are several qualitative parameters as well, which encompasses the employees' passion/commitment towards the company, sense of achievement and performance management process.

This case considers an existing situation in First Telecom (henceforth, referred as FT), where they have outsourced one part of their operations to multiple providers in India and are now facing huge issues with the quality of the deliverables; as a result, FT are now looking to explore if an insourced solution would be more cost-effective and productive. It evaluates the two models against various parameters and makes a recommendation on the preferred model.

This case can be used as a teaching tool in the following courses: MBA/postgraduate programme in strategic decision-making; MBA/postgraduate programme in management in management accounting and management control systems; and executive training programme for middle- and senior-level employees to look at the various factors involved (in addition to cost) that should be taken into account while comparing outsourcing versus insourcing.

FT is a communication service provider and has presence in more than 170 countries around the world. The company is considered among the top three telecom companies around the globe and offers solutions to multinational customers in the areas of networks, IP telephony, security services and other managed services.

The company has more than 100,000 employees around the globe. In addition to the regular (on rolls) employees, the company also outsources a lot of its operations in various countries to local service providers. The services that this company outsources include software/tools development, solution pricing and in-life service management. Historically, the company has believed that outsourcing is a better alternative because of the ease of setting up operations and lower cost.

However, because of the recent changes in the global market, there is a huge pressure within the company to reconsider all the functions and find ways to contain costs to help the company's bottom line.

There have been numerous complaints about the quality of output from one of the outsourced functions, namely, the “Pricing Team”, which is being presently outsourced to two service providers in India. The lack of accuracy has cost the company a key opportunity valued at more than USD5 million and the COO is furious at this loss. He has tasked the head of business improvement to do a full review of the function and look at the possible alternatives the company can explore to avoid these issues in future.

FT now wants to do a cost-comparison analysis of the existing set-up with a new insourced set-up considering all costs that would come into play. This would help FT to decide the future course of action to ensure reduced costs and enhanced operational efficiency from the process.

Understanding of cost-comparison parameters involved as an effective tool for strategy development and achieving organisational objectives; understanding of SWOT analysis (organisation level and decision level) and its applicability in the organisation context; understanding the Porter's five competitive forces model to illustrate the effect of environment on an organisation; and understanding of outsourcing and insourcing models and the pros and cons of each model, which is a key management decision in most multinational organisations.

Historical reports of the concerned unit in terms of the costs incurred, rate of attrition and operational efficiency achieved. Cost Accounting: A Managerial Emphasis, 14th ed., Charles T. Horngren, Srikant M. Datar and Madhav Rajan, Publisher: Prentice-Hall, 2012.Practical implications Based on the option (outsourcing versus insourcing) found to be better, appropriate actions would need to be taken in terms of either renewing the contracts with the outsourcing partners or preparing to terminate the existing contracts and hiring of talent from the market to replace the outsourced staff.

For nearly two decades, India as a country has grown considerably and one of the key contributors in that growth has been “Business Process Outsourcing” from all across the world to India. While the outsourcing wave has provided the initial push to the economy of India, it would not be able to help sustain the momentum primarily because of two reasons: the first is the growth of other countries, such as Hungary, the Philippines and China, as alternatives for outsourcing (and equally may be more cost-effective at times); and the second reason is the shift in various companies towards an insourcing model for critical functions.

Therefore, as a country, India needs to move ahead and, instead of only focusing on providing resources to do the tasks outsourced by global companies, focus should now shift to promoting innovation and creativity among the workforce. A lot of companies nowadays are realising the importance of product innovation and are investing huge amounts in R&D to come up with breakthrough technologies that can help them create a sustainable development model. However, this should in no way be considered an end of the outsourcing era. Although there needs to be an effort towards improving the interlock process, outsourcing is here to stay because of the benefits it brings.

The purpose of this paper is to study the characteristics of flexible, agile and lean supply chains and establish, by factor analysis, that outsourcing can be a key intervention achieving the triple objective of flexibility, agility and leanness.

The paper is a blend of theoretical framework and practical application and employs structural analysis to draw an interventional roadmap to facilitate value chain outsourcing.

The paper finds that by outsourcing activities processes, organizations can deliver better value to the customer.

The paper is of value in identifying the variables for effective value chain outsourcing.

The purpose of this paper is to describe the outsourcing process in the public sector, determine the effective factors involved in this process and their priorities. The aim is to develop a generic conceptual model for the outsourcing process in public sectors.

This paper is based on the results of literature review and conducting binominal and Friedman tests. The model consists of the following steps and components: considering the organization's basic activities, evaluation of organizations' existing potentials and analyzing organizational processes, studying general outsourcing patterns, implementing and monitoring outsourcing process in terms of some critical success factors; and evaluation of outsourcing process of the organization and identifying feedbacks.

The paper determines the main components and influence factors involving in the process of outsourcing in public sectors. The generic model developed in this paper as a framework can be used to increase the efficiency and the effectiveness of the outsourcing process of organizations in public sector.

The authors believe that the proposed model and results of this research can aid public sector managers to implement their outsourcing process in a more efficient and effective manner in their organizations.

This paper develops a new generic conceptual model based on literature review, field resaech and using binominal and Frideman test. This model is unique and can be considered as an aid in the outsourcing process of organizations.

The purpose of this paper is to provide a tool for decision makers to make more informed decisions regarding their outsourcing policies.

In this study it is assumed that recycling or remanufacturing of these returns will soon be a must for original equipment manufacturers. The paper presents a multi‐phased decision model for strategic analysis of outsourcing such activities.

The proposed decision model provides a comprehensive tool for effective decision making by considering economic as well as strategic factors.

The procedure proposed here can help practitioners with their outsourcing decisions. The model presented is conceptual. Application and validation is still required.

The paper describes a new decision model that considers both strategic and economic issues of outsourcing reverse logistics activities.

This paper aims to use a case study approach to compare the performance of traditional models and an in‐house and outsourced solution and assess the importance of adequate network bandwidth in the remote replication process.

Using the authors’ autonomous computer system, the cost/benefits of five different disaster recovery (DR) models are determined and reported in a table. Further, experimental data gleaned from a series of data updates on remote replicas connected via the internet are reported.

The results indicate that the traditional models lack performance flexibility. The virtualized replica model and the outsourced solution are similar in terms of investment cost, but the former offers attractive performance and sound reliability characteristics, and provided adequate network bandwidth. The minimum practical speed to support replication updates in the authors’ autonomous system was 10 Mbs.

The results herein are only directly applicable to a system with characteristics similar to the authors’ autonomous system. However, the results do provide a general trend one would expect to carry across a wide variety of autonomous systems.

The primary value of this paper is the evaluation of several DR models in relationship to a live data centre. Each model is evaluated with regard to its cost, complexity, recovery time capabilities, and replication characteristics. While the models themselves are not new, the data puts “a face” on them and provides the reader with the degree of difference among the models.

In order to encourage the high-water-consumption (HWC) manufacturers to carry out water-saving transformation relying on self-strength or outsourcing to a water-saving service company (WSSC) during production processes, government subsidies are provided according to water-saving efforts (WSE) or investment cost. In this context, the authors derive the participant's equilibrium decisions and the manufacturer's water-saving strategy. Additionally, the effects of subsidies on WSE and stakeholders' profits are discussed.

Mathematical models including optimization model and Stackelberg game model are constructed under different subsidy schemes.

The study finds that (1) there exists a threshold related to the subsidy coefficient for the HWC manufacturer when choosing between self-saving and outsourcing-saving. (2) When the technological competitive advantage between WSSC and manufacturer is within a certain range, government's subsidy promotes HWC enterprises to choose outsourcing-saving. (3) Given a water-saving mode, subsidy on investment cost is more effective for the government to achieve more environmental performance.

First, subsidy endogeneity can be considered to explore the optimal interval for government subsidies to maximize social welfare. Second, in outsourcing-saving, other types of contract can be discussed. Another extension is about model uncertainties. Finally, other policies on improving water efficiency can be also examined.

The paper includes implication for HWC manufacturers to select the best water-saving mode under subsidy, and it allows policymakers to understand the efficiency of proposed subsidies.

Decisions on water-saving efforts, selection of water-saving modes and operational planning are also regarded as business strategies in the paper. Particularly, the influences of different government subsidies are also considered and compared.

The production of a good or service requires that the supplier performs a wide range of activities. Many companies are trying to fit outsourcing with the dimensions of their organization. Outsourcing is increasingly being used among Iranian companies in the field of the electric power industry. Human resources are among the factors that consider outsourcing as an obstacle for their growth because staffs declare that the development of outsourcing is a serious threat for unemployment of them and ultimately expulsion from work. Thus, this study surveys the dynamic effects of human resources and work experience on outsourcing decisions. This paper aims to propose a model for dynamic strategic outsourcing focusing on human resource and work experience.

Presenting a model for strategic outsourcing can help organizations to resolve their outsourcing problems. The data needed for examining the dynamic impact of human resources and work experience on outsourcing have been compiled using library and field studies. The method used in this study is an integrated approach, so the model could consider the general effects of manpower and present a systematic view. After interviewing with experts in power industry, the causal relationships of the variables were determined, and a dynamic model based on the applications of the dynamic system was developed in VENSIM software. The research model will be completed in a three-year period (2016-2019) in the power industry of Iran.

For completing projects in an organization, cooperation between internal employees and external contractors is needed; thus, results based on both external contractors and internal staff have shown that outsourcing through working of a number of contractors will be more effective than frequent use of one contractor. On the other hand, improving the quality of projects could be done by training new employees using skilled and expert employees.

Existence of one-dimensional models (only with qualitative factors or only with quantitative factors) in the context of outsourcing in the past studies has prompted to study different types of factors together as a dynamic model. This paper presents a quantitative and qualitative model in the field of strategic outsourcing with emphasis on human resources and work experience. In the past studies, there was no way to formulate the qualitative factors, and they simply used the data from the organization, and the only formulation in their works was based on quantitative factors. But in this study, both factors with dynamic modeling have been formulated.

The purpose of this project was to develop a systematic, objective procedure to evaluate the potential to outsource functions and activities currently performed by the Louisiana Department of Transportation and Development (LaDOTD). A computer-based model was developed which evaluates the qualitative and cost aspects of contracting out activities and functions. The model was applied to three activities in the LaDOTD; highway markers, highway striping, and maintenance of rest areas. The results were in line with the expectations of officials who have experienced actual outsourcing of these activities. The model was constructed so that the perspectives it considers and the criterion on which outsourcing is assessed may be altered by the user to allow its use in a variety of settings.

The purpose of this paper is to find how mature the Polish commercial production companies are in their information technology (IT) sourcing practices, what they do, the practices that are successful, the challenges experienced and the outcomes.The paper presents and critically evaluates the results of a study of IT outsourcing management processes in selected industrial enterprises operating in Poland. Dynamic business contexts, globalisation and advances in IT make the development of IT sourcing models challenging in both theory and practice. This paper examines the principles and practice of sourcing IT and business processes in Poland, a country much under-represented in the literature. Little research has been conducted on the strategic rationale behind IT sourcing decisions, the resulting challenges and the potential or actual consequences of such decisions. This paper addresses these gaps in the understanding of IT sourcing processes by way of examining the types of sourcing models and solutions among manufacturing companies operating in Poland, and by identifying the most problematic and critical factors in effective IT sourcing collaborations. The outcomes are assessed against findings from the broader empirical outsourcing literature, and lessons are drawn for Polish client firms and those in similar economies.

A survey methodology of a limited number of organisations in Poland was used. The study was designed to address the process of managing IT sourcing relations in production companies operating in Poland. The main objective of the study was to formulate working hypotheses to be used in further research on the sourcing models used in the IT sphere. Additionally, the study was designed to provide information on: the potential respondent reactions to the research problem, the understanding of the notions and terms used in the survey questionnaire and the evaluation of the research instrument itself.

Organisations (and their employees) are generally well aware of their IT needs, and that they select quite well providers that suit their particular requirements. In their selection processes, organisations carefully consider not only the providers’ experience and the range of services on offer but also their flexibility in response to the client’s demands, the location and the trust formed in the course of previous cooperation. Communication between the parties typically takes the form of telephone conversations and e-mails. The majority of respondents reported more than one type of problems faced in the course of outsourcing. Problems concentrated in the areas of communication (52 per cent) and organisation (48 per cent), followed by difficulties in enforcing the terms of the contract.

It is a selective sample, focuses only on production companies and does not look at the offshore outsourcing market that has grown up in Poland, but rather what domestic polish organisations do in their sourcing practices.

The organisations still struggle with the organisation and management of relations with their external service providers while getting reasonable results. They have much to learn from the published literature on managing the outsourcing life cycle.

There is a need for better inter-organisational cooperation.

Poland is very underrepresented in the outsourcing literature – there are no examples of surveys like this in the English literature.