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Offshoring has been studied widely in the literature on strategic management and international business. However, apart from its consideration as an administrative activity, scant attention has been paid to the offshoring of the human resource (HR) function. Research in this regard has instead focussed on outsourcing (Reichel and Lazarova, 2013). The purpose of this paper is to achieve a better understanding of companies’ decisions to offshore HR activities. It adapts the outsourcing model of Baron and Kreps (1999) by including the HR offshoring phenomenon and a dynamic perspective.

While the analysis is mostly conceptual, the authors ground the author’s arguments in offshoring data from the Offshoring Research Network, to explore whether the drivers for offshoring HR differ from the drivers for offshoring other administrative activities. The idiosyncrasy of the HR function is supported by the authors’ exploratory analysis and also by the descriptive case of a multinational and its experience with offshoring.

A coevolutionary model is proposed for understanding the behaviour of companies offshoring their HR activities. This study contends that companies should address their decision to offshore HR activities from a dynamic perspective, being aware of three processes that are in constant change: the evolution of the HR function, the evolution of service providers, and the evolution of offshoring decisions.

This study seeks to make a threefold contribution to the international business, strategy, and HR management disciplines.

In this paper we assess whether the balanced scorecard (BSC) supports the necessary functions for organizational viability. To this purpose, we use the viable system model (VSM) as a means to describe the functions required for organizational viability. Then we use the VSM as a template to assess whether and how the BSC supports these functions for organizational viability.

Successful commissioning and startup (CSU) is critical to successful capital project completion. Industrial facility production and operations can also be affected by the level of CSU success. Specifically, transitions between construction, commissioning and startup (CCSU) phases, as well as between project organizations, have been identified as an opportunity for improvement across the industry. The purpose of this paper is to establish and clarify CCSU accountabilities and responsibilities for industrial-type capital projects across these transitions.

This research used a panel of industry practitioners to assist with data collection, review research products and provide industry perspective. The authors used the insight of these CCSU experts to craft new CCSU models. A separate set of industry practitioners was used to validate the findings, and an illustrative case study is also provided. Descriptive analyses and statistics aid the interpretation of research findings.

Substantial research findings include: three novel CCSU project delivery models, a comprehensive CCSU activity flowchart applicable across industrial sectors, and an extensive CCSU RACI (Responsible, Accountable, Consulted and Informed) matrix detailing responsibility and accountability assignments across 60 project functions for all of the 124 CCSU flowchart activities. Four key leadership functions are found to be accountable for most of the CCSU process. A need for frontloading CCSU activities during construction is clearly demonstrated, and the value of administrative activities as enablers of core CCSU activities should not be underestimated.

The findings contribute to a more accurate model of CCSU execution best practices for industrial applications. Specifically, CCSU project delivery models give insight into high-level transition structures between organizations and across phases.

The extensive listing of CCSU activities along with suggested accountability and responsibility assignments for each activity give CCSU managers a starting point for ensuring that important tasks are not left undone during this critical phase of capital projects.

New CCSU models for industrial capital projects presented in this paper (including CCSU project delivery models, activity flowchart and RACI matrix) constitute substantial contributions to the industrial construction body of knowledge. These models provide more comprehensive coverage of CCSU topics than their predecessors, and specifically address activities and issues pertinent to industrial construction. The establishment and clarification of responsibility and accountability assignments are of particular value during this high-transition stage of capital projects.

In recent times, police policy makers have been encouraged to use public opinion surveys to identify, and target the allocation of resources to, activities that members of the public believe are important. However, these surveys have concentrated on the types of problems that the public would like addressed, and have not determined what types of activities they would prefer the police to be undertaking. In the present study, a comprehensive list of police activities formed the basis of a survey used to examine attitudes toward police priorities in Australia. Comparisons were made between police and public understanding of the police role, and between present and preferred priorities. The results suggest that the public has an understanding of policing which differs from that of police officers. However, the picture of what they want police to be doing is similar to that of the police, albeit giving higher priorities to almost all of the activities. Police managers may need to educate the public about the functions of the police service, emphasizing functions other than investigating crime and providing advice. At the same time, the police may need to alter their resource allocation and modify organizational structure and reward systems to encourage operational officers to be more involved in the activities that the public see as high priority. This should result in better ties with the community, a better understanding within the community of the police role, and more realistic expectations on both sides of the outcomes of policing.

Contends that economic activities constitute a fundamental field of activity of human society. States that polarity between economy and society means these extremes cannot be realized because new syntheses – generally accepted for a shorter or longer – period have to be found again and again. Differentiates between areas of utilisation as part of life and the economy as a supply system ending with the withdrawal of objects, does not exclude the fact that it draws on desires, experiences, and users' problems of good direction. Confirms that economy as a field of human activity is organised as a combine of individual economic subjects/optional organisational formed by these subjects regarding preparation of means and supply of objects. Draws on the use of figures using matrixes to explain various functions in major and partial functions and discusses related terms in depth, with regard to marketing. Chronicles that results were more complicated than could be expected from the topic, but that it remains to be clarified where the specialization marketing has a functional‐systematic place.

The purpose of this paper is to present business process point analysis (BPPA), a technique to measure business functional process size, based on function point analysis (FPA), and using business process model and notation (BPMN). This paper also discusses the assessment results of BPPA compared with FPA.

Two experimental studies with participants from academia and industry were conducted. The following aspects in the experimental studies were focused: similarity, application easiness, feasibility, and application benefits. The purpose of the experiment was to assess BPPA comparing with FPA as the BPPA design followed the FPA pattern.

Experimental results showed that both academia and industry groups highly rated similarity and application benefits for BPPA compared with FPA. However, only participants from industry highly rated BPPA for application easiness and feasibility. The results also showed that participants’ previous experiences did not influence their ratings on BPPA.

BPPA helps project managers to measure functional process size of business process management projects. As BPPA is derived from FPA, its mechanism is easily recognizable by project managers who are used to FPA. These results also show that both techniques are in most cases considered rather similar.

The purpose of this paper is to assess the impact of offshoring and inshoring on the demand for different types of labor.

The paper uses a survey with 1,500 firms located in the Eastern part of Denmark to identify overall offshoring and inshoring trends. Estimates of the employment impact are founded on data from a sub‐sample of firms with offshoring and/or inshoring.

The paper shows that in the period 2002‐2005 more jobs were created as a result of inshoring of activities into Eastern Denmark from firms outside Denmark than were eliminated due to offshoring from firms in the Danish region. Overall, highly skilled workers reap the benefits of offshoring and inshoring, whereas the positions of low‐skilled workers are challenged.

In contrast to most academic research on offshoring, which predominantly focus on outward offshoring flows, the study analyzes both outward and inward offshoring (inshoring) and gives a more holistic and balanced view on the magnitude and employment impact.

With the customers’ increasing expectation on the product value, manufacturing enterprises around the world have made significant efforts to provide high value-added services in addition to their traditional product development and manufacturing business. For this reason, it is of great importance to research product service system. The purpose of this paper is to research on the key problem of integrated product service system (IPSS) design.

A value-oriented IPSS is developed, which is set up based on “requirements-functions-processes-structures” mapping model to give full consideration to customer value and service functions. An extended product-service blueprint, which stems from the service blueprint, is developed to describe product behaviors, service deliver processes, stakeholders’ activities and supporting activities. An ontology-based design support system is proposed to improve design efficiency and help designers making better-informed decisions. A computer-aided prototype system has been developed, and an initial attempt has been made to demonstrate the role of IPSS in the aerospace industry.

Many traditional design methods cannot effectively address the objects and processes integration problem of products and services. Moreover, both product and service should be considered in IPSS design, and both of them extremely depend on designers’ own experience and knowledge. Thus, a broader range of knowledge is required to understand product-service system (PSS) design.

This research provides a solid foundation for PSS C and promotes an effective means for PSS design.

A customer value-oriented IPSS is presented. Customer requirements are considered during the design phase of PSS as well as both product and service knowledge.

This monograph seeks to supply a contribution to the debate on the major formative factors which have led to current perceptions of the roles which either should be, or are, undertaken by industrial training officers. Any attempt to ascertain these developmental paths must be limited by the relative importance which the interpreter gives to writings and events. To this extent it must be a subjective and selective viewpoint. Whatever our perspective, there is one undoubted fact: there has been a considerable increase in the number of industrial training officers over the last 20 years — and a corresponding increase in training activities. This increase has been more than matched with an outpouring of literature on training and, to a much lesser extent, research into training themes.