Purpose-The motivation for this research is to contribute towards development of a management framework for offshore Business Process Outsourcing (BPO). Design/methodology/approach-This paper utilises longitudinal case studies to identify success factors in managing offshore Business Process Outsourcing (BPO) via the captive model (i.e. wholly-owned subsidiary). Findings-Success in offshore BPO is based on a combination of cost savings, technical service quality and strategic issues, is specific to business context and will change over time. Choice of engagement model (e.g. captive operation or armslength contracting) is an important success factor. Advantages of captive centers arise from higher levels of relationship quality, trust and collaboration effectiveness. Research limitations/implications-Focused on two global companies in two industry sectors (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 practical implications for managers designing offshore BPO strategy.

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Global monitoring, and other drivers of high level reporting standards, have brought increasing pressure to embed Corporate Social Responsibility (CSR) in the day-today operations of many multinational companies. This move toward overt and targeted CSR responses and public reporting is prompting the strategic alignment of CSR with core business. Although driven in part by regulation, CSR initiatives and practice help demonstrate the moral authority of the corporate citizen. Practicing and publicly reporting CSR, presents an organization as ethical and worthy of trust, and in doing so, captures the good will, empathy and trust of stakeholders especially clients, customers and labor, in home countries. The development and maintenance of trust is integral to o↵shoring success. This research questions how the strategic practice of CSR by organizations, operating global in-house centers (GICs), contributes to relationship management in OBPO by positioning sta↵ in GICs as stakeholders.