The Evolution of Offshore Outsourcing in India

Agrawal, Soni; Goswami, Kishor; Chatterjee, B.

doi:10.1177/097215091001100208

Cited by 20 publications

(18 citation statements)

References 41 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The benefits from globalization have direct bearing in offshore outsourcing (Agrawal, Goswami & Chatterjee, 2010), such as high value-adding activities outsourcing for innovativeness, savings on labor cost, adoption of industry best practices, and managing competitive pressures (Bertrand & Mol, 2013;Martens, Dreher, & Gaston, 2010). Factor pricing differentials result in cheaper costs of production for some activities in specific countries, giving them comparative advantage for outsourcing (Capasso et al, 2013).…”

Section: Outsourcing and Globalizationmentioning

confidence: 99%

Third Party Logistics Outsourcing: An Exploratory Study of the Oil and Gas Industry in Nigeria

Etokudoh¹,

Boolaky²,

Gungaphul

2017

Sage Open

View full text Add to dashboard Cite

Not much has been researched in logistics outsourcing in the emerging countries, particularly in the oil and gas industry. This article investigates the feasibility of logistics outsourcing by the international oil and gas companies in the emerging business environment of Nigeria. An exploratory, multicase, qualitative approach was applied, involving 40 interviewees in three international oil companies and three of their logistics service providers. Findings reveal that vendors' capabilities, host community issues, joint venture influence, and employees' reactions challenge international oil companies' logistics outsourcing implementation while relationship management, contract management, and change management skills enable them handle these challenges. The results also show that surveyed organizations implement logistics outsourcing piecemeal and need to scale up their current capabilities to effectively integrate logistics outsourcing. The research confirms logistics outsourcing is achievable in Nigeria, but requires synergies and symbiosis between the oil companies and their local vendors.

show abstract

Section: Outsourcing and Globalizationmentioning

confidence: 99%

Third Party Logistics Outsourcing: An Exploratory Study of the Oil and Gas Industry in Nigeria

Etokudoh¹,

Boolaky²,

Gungaphul

2017

Sage Open

View full text Add to dashboard Cite

show abstract

“…Many companies resorted to outsourcing and offshoring parts of their IT departments to locations with more favorable conditions. However, after a first wave of offshoring services especially to India (Agrawal et al, 2010), many companies became aware that geographical and cultural distance is a relevant success factor for IT offshoring projects. Therefore, they began to offshore to countries that combined a large supply of skilled IT workers at attractive labour costs and geographical as well as cultural proximity.…”

Section: Introductionmentioning

confidence: 99%

European Nearshoring Index - Is Eastern Europe Attractive for Swiss IT Firms?

Keller¹,

Zoller-Rydzek²

2019

CEBR

View full text Add to dashboard Cite

The main goal of this paper is to identify the major factors for the decision of Swiss IT service firms to nearshore their locations and to quantify their relative importance. Moreover, we develop an IT Nearshoring Index ranking the attractiveness of different European regions. We use a quantitative survey of 56 Swiss IT service firms that are either actively engaging in nearshoring or planning to nearshore parts of their business. Using the survey, we identified five main factors for the nearshoring location decision of Swiss IT firms: economic, labour, institutional, social and location. We pin down the relative importance (weights) of the aforementioned factors using the survey results and expert interviews. The labour factors (including labour costs on the one and the availability of skilled IT workforce on the other side) proved to be most important. We use the obtained weights to construct a (weighted) IT Nearshoring Index. Based on the IT Nearshoring Index, we find that in contrast to general belief, the most attractive locations cannot be found in Eastern Europe, but in Southern UK or Western Germany. The first is due to their high availability of IT workforce, the latter due to their cultural and geographical proximity. Eastern European regions can base their competitive advantage on offering attractive labour costs, but this cannot make up for the disadvantage of greater cultural and geographical distance to Switzerland.

show abstract

“…It is observed that the phenomenon of call centres "has been tackled from many dimensions and perspectives in an attempt to explain this relatively new and different part of the world of work and employment" (Paulet 2008, p. 306). A number of issues have been scrutinised with research across a range of countries and contexts with the Indian experience among the best documented in recent writings (see Ramesh, 2004;Penter et al 2009;Agrawal et al 2010;Kuruvilla & Ranganathan, 2010;Mishra, 2011;Vira & James, 2011;Suchet, 2012;Valdyanathan, 2012;Aziz, 2013;Ghosh, 2013;Taylor et al 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

“…This offshore call centre is an integral element of the wider expanding global business service sector or of business process outsourcing and offshoring (BPO & O) activities. Distinctions are drawn between 'captive' operations (wholly owned subsidiaries) and independent or 'third party' outsourced contractors (Agrawal et al, 2010;Sass & Fifekova, 2011). Arguably, therefore, call centres must be understood as "heterogenous organisations taking a variety of forms and offering different types of service" (Bishop et al, 2003(Bishop et al, , p. 2754.…”

Section: Literature Reviewmentioning

confidence: 99%