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Too often large corporations assume that migrating operations offshore requires outsourcing them to another company. Global outsourcing is not always a better alternative to going it alone offshore or teaming up with a partner overseas. On the contrary, companies that set up their own operations in low‐cost regions increasingly generate returns comparable to or higher than companies that outsource. What’s more, the delivery risk of putting a viable operation in place may actually be lower than that of outsourcing. Often there are sound strategic, operational and economic arguments for going offshore yourself and retaining at least partial control and/or ownership of operations. The key challenge to making the right move is to separate the decision to offshore from the decision to outsource. Based on our experience with a number of multinationals that have faced this choice, we believe that managers must first decide which operations to shift offshore, and then identify the most effective means of taking action – for example, to own those operations outright, outsource them or set up something in between, like a joint venture. Only after rigorously evaluating alternative offshoring business models and understanding the true end‐to‐end economics of each alternative will managers arrive at the best answer for increasing their companies’ long‐term value. As offshoring has flourished, it has also become more manageable. The political and regulatory environments of host countries have eased considerably (most notably in India). At the same time, the flexibility and skill‐level of local labor markets have increased without losing cost competitiveness (again, India stands out). Finally, shareholders and lenders have become less nervous about major investments in remote emerging markets. This article reexamines the alternatives between outsourcing and offshoring and shows executives how to make better decisions about moving operations to lower‐cost countries.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Scans the top 400 management publications in the world to identify the most topical issues and latest concepts. These are presented in an easy‐to‐digest briefing of no more than 1,500 words.

Offshoring company activities should not necessarily mean outsourcing as this is not always the best option for the company either in terms of economics or quality and reliability. It is essential to take a full and detailed consideration of all the options before your company activity is offshored. It is well known that many leading multinational companies outsource both small and large parts of their business activities, but maintaining full or shared company ownership can bring huge advantages in both cost and risk reduction.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

The purpose of this paper is to examine perceptions about the nature and role of corporate governance in Uganda, with the emphasis on accountability within a stakeholder framework.

The study employs interviews and questionnaires to gauge the views of key players in Uganda about the way the nation's firms are governed, in the context of the stakeholder notion and the need for corporate accountability.

The results suggest that the research participants take a broad view of the corporate governance concept, with recognition of a wide range of stakeholders evident. However, issues relating to corruption and the de‐facto legal framework mean that practices depart markedly from any reasonable understanding of what might represent “best‐practice”.

The results suggest that there is a gap between the theory and practice of corporate governance in Uganda, and regulators need to address this issue and deal with the endemic corruption and extant legal weaknesses that have given rise to this situation.

This is one of the first studies to explicitly examine perceptions about governance standards within an accountability framework in a developing nation.

THE assistant said, “Step this way, please.” A lift bore us with soundless urgency into the upper regions and decanted us into a corridor, and a moment later I was ushered into the Librarian's office.

The illness of no Sovereign, with the exception of that of Her late Majesty QUEEN VICTORIA, has ever aroused feelings of sympathy and anxiety so widespread and sincere as those which have been called forth by the onset and development of the dangerous ailment from which His Majesty the KING has now happily recovered.

This paper aims to examine the role of stakeholders and their relationships in the sustainability of telecentres in Vietnam through the lens of stakeholder theory.

This study methodologically adopted a qualitative case study to identify stakeholders that have been involved in telecentres in Vietnam. It then categorizes those stakeholders’ salience through the lens of stakeholder identification and salience theory. Secondary data and interviews were used as data sources for the present paper.

The authors identify six main stakeholders that have been involved in telecentres, including the government, entrepreneurs, international donors, telecommunications providers, civil society organisations and individual community members/users. Among these stakeholders, the government, entrepreneurs and users belong to definitive stakeholders, which have the greatest impact on the sustainability of telecentres in comparison to other groups of stakeholders (e.g. dominant, dependent and dormant stakeholders). Moreover, the authors propose a model to identify the relationships of stakeholders towards the sustainability of telecentres. In particular, the authors indicate that each group of stakeholders has its own role in contributing to sustainable telecentres and they also influence others in either direct or indirect ways.

This study provides an additional approach for managers to make judgments in prioritizing the interests of some of their stakeholders while still maintaining a level of satisfaction among other stakeholders. For example, stakeholders that should be of the highest concern to the sustainability of telecentres are the government, entrepreneurs and users, while civil society organisations can be maintained in lower priority to other stakeholders. In addition, we propose the model of interactions and relationships of stakeholders, which can be seen as a starting point for a study on the roles of stakeholders in sustainability not only in telecentres, but also in other fields, such as digital transformation, cyber security and e-government.

With roots dating back to the early twentieth century, integrated rural development (IRD) is a term that became commonplace in international development circles in the 1960s and afterwards. Based largely on a dual concept of helping to meet basic needs and improve the overall quality of life of poor people from rural and remote regions within national contexts, IRD initiatives have undergone a series of shifts in emphases, approaches and funding schemes. The purpose of this paper is to document the historical background and development of IRD initiatives over time.

The research design for this study included a series of mixed data collection methods, including case study examples of best practices, interviews and a thorough review of the formal literature, as well as an in-depth examination of alternative and multi-media literature (e.g. project reports, policy reports, government reports, working papers, newspaper articles, internet publications, etc.).

The findings of this paper are divided into the following sections. First, key terms of IRD are defined. Next, the background and overview of IRD is introduced including addressing how IRD is viewed as an approach to development, its historical evolution over time, some major IRD initiatives and the major development organizations engaged in promoting IRD. Third, an examination of several IRD models is introduced based on recommended methodologies, noting the sequencing of interventions important to successful IRD initiatives, select examples of IRD initiatives built on public-private partnerships, and the positive and negative outcomes and impacts from select IRD approaches.

The final section focuses on conclusions and seven key recommendations (or ingredients) outlined by the author as essential for implementing successful IRD initiatives: first, create an enabling environment that is conducive and supportive of IRD; second, establish a National Policy Framework for Integrated Development, which includes IRD; third, establish supportive policies and a legal framework that is based on the National Policy Framework; fourth, include two or more sectoral approaches in the initiative (e.g. agriculture, education, health, employment, infrastructure and industry, environment, etc.); fifth, garner participation and commitment from all stakeholders during each of the planning, implementation and evaluation stages; sixth, secure initial seed capital and funding and afterwards sustained funding streams; and seventh, conduct continual monitoring and evaluation throughout the lifespan of the entire initiative with specific adherence to the four key principles of good governance: coordination, information flow, transparency and accountability.