Introduction With the advent of new technology and progress of globalization, the adoption of offshore outsourcing policies, especially in the service sector, becomes a common practice. The motivation to outsource globally arises from a pursuit for agility to cope with changing environment (Gilley & Rasheed, 2000; Mukherjee, Gaur, & Datta, 2013), cost reduction (Ang & Straub, 1998), and eventually competitive advantage (Kang, Wu, Hong, & Park, 2012; Kremic, Tukel, & Rom, 2006). However, recent service research represents outsourcing as a double-edged sword, with both damaging and beneficial consequences (Rasheed & Gilley, 2005), and one of the major concerns of offshore service outsourcing is that customer-based brand equity of the service provider maybe affected negatively. At the moment, few international marketing or business studies empirically test the negative implications of offshore outsourcing on customer loyalty and brand equity. The comparisons between front-end and back-end service outsourcing as well as between BRIC and non-BRIC nations are also missing in the literature. Service providers need strategic information about the possible risks of outsourcing specific types of services to specific countries (Pappu, Quester, & Cooksey, 2005). Therefore, based on the literature of brand equity and country-of- origin (COO) theory, we constructed an integrated framework to explain the outcomes of offshore outsourcing from a service and brand marketing point of view. Theoretical Development COO literature indicates that consumers transfer negative perceptions of a country to perceptions of products (Pappu, Quester, & Cooksey, 2006). This principle should apply to perceptions of outsourced back-end services—an increasingly common tactic by service firms (Blumberg, 1998)—such that outsourcing to an Asian economy has negative effects on brand associations and quality. The better the perception of the country that performs outsourced services, the better perception of brand equity, including both associations, quality perception, and ultimately brand loyalty. Because the front-end service employees have more direct interaction with customers, this influence will be stronger as compared to back-end service outsourcing. Meanwhile, we predicted that consumers should perceive India (and other BRIC economies) more favorably, because of their rapid economic development. Research Design To test the hypotheses, this study probed into New Zealand consumers’ perceptions of outsourcing services in the banking industry to India and the Philippines. We adapted the SERVQUAL scale to measure the perception of outsourcing. Subjects’ COO perception and customer-based brand equity were also collected in the online questionnaire. The survey procedure produced 288 completed and usable questionnaires: 132 with India as the country of origin and 156 for the Philippines. Result and Conclusion An initial analysis confirmed the validity of the research tool. The results from multigroup structural equation modelling showed that outsourcing services, in light of country-of-origin effects, has a long-term negative impact, especially for front-end services, on both brand equity and brand loyalty. Consumers appeared more concerned with the quality of customer service and general administration than information systems and technology. Meanwhile, although subjects’ outsourcing and COO perceptions are negative for both India and the Philippines, the results indicated no significant difference between the two nations regarding the levels of impact of such perceptions on brand equity. Based on the findings from the study, we recommend that organizations should consider outsourcing back-end functions before moving to front-end services, because the back-end services have less impact on brand equity. Managers should also have great discretion about where to send back-end services, because consumers’ COO perceptions do not relate significantly to brand equity for outsourced information systems or technology.

The purpose of this study is to analyze outsourcing ship management function at Turkish shipowning companies and Turkish shipowners’ attitudes towards third party ship management companies. A survey method was used for the study. Based on the factors collected both from literature review and interviews, a questionnaire was conducted through Turkish shipowners. The results of the study have revealed that big portion of Turkish shipowners are not willing to give the management of their vessels to third party ship management companies. This study will help researchers and ship managers to understand Turkish shipowners’ attitudes towards ship management companies and the root of shipowners’ behaviors about ship management companies. This study makes contributions to the limited literature on ship management and third party ship management by analyzing shipowners’ attitudes towards third party ship management companies in Turkey.

Outsourcing allows companies to entrust to an external actor the management of part of their activities, particularly for peripheral processes to improve its performance. Outsourcing, in its strategic and global perception, can also be a support lever of activities related primary processes in a framework of partnership, facilitated by a process of innovation and promoting sustainable development especially in the area public. This is what this thesis seeks to demonstrate using a qualitative assessment of the main organizations responsible for the management of transport infrastructure in Morocco (Morocco's National Society of highways, roads department, National Agency of ports, National office of Airports and National Office of railway). This research adopted a recursive, abductive and inductive approach to first validate the theoretical corpus mobilized, and then design the analysis model of the empirical field and finally build the modeling of the proposed outsourcing oriented strategic partnership, innovation and sustainable development. The main components of this model are PARI model which considers the choice of partner the key to innovation, the structural model which distinguishes four levels (Corporate, Strategic business unit, Strategic Outsourcing, Sales Force) and management style model for every organizational level which is based on leadership, innovation and sustainable development. The appropriation of this modeling by public organizations will allow them the animation of the proposed economic model to make it an engine of entrepreneurship and unemployment resorption.

Increasing the outsourcing of personal information treatment, the safe management and director for fiduciary is very important. In this paper, under the personal information protection management systems the current situation of fiduciary management and direction was reviewed and the certification system was analysed in terms of availability of the controled items. Under the basis of legal compliance at the time of the Privacy Act, the characteristics of outsourcing type was also analyzed and derived new controled items. As a result of the proposed research, new controled items for fiduciary could be used as a standard for the managing Director.

This paper considers a scheduling problem in a two-machine flowshop with outsourcing strategy incorporated. The jobs can be either processed in the first machine or outsourced to outside subcontractors. This paper wants to determine which jobs to be processed in-house and which jobs to be outsourced. If any job is decided to be outsourced, then an additional outsourcing cost is charged The objective of this paper is to minimize the sum of scheduling cost and outsourcing cost under a budget constraint. At first this paper characterizes some solution properties, and then it derives solution procedure including DP (Dynamic Programming) and B&B (Branch-and-Bound) algorithms and a greedy-type heuristic. Finally the performance of the algorithms are evaluated with some numerical tests.

The demand for facility used in producing multi-products is changed dynamically for discrete and finite time periods. The excess or the shortage for facility is occurred according to difference of the facility capacity size and demand for facility through given time periods. The shortage facility is met through the outsourcing production. The excess facility cost is considered for the periods that the facility capacity is greater than the demand for the facility, and the outsourcing production cost is considered for the periods that the demand for facility is greater than the facility capacity. This paper addresses to determine the facility capacity size, outsourcing production products and amount that minimizes the sum of the facility capacity cost, the excess facility cost and the outsourcing production cost. The characteristics of the optimal solution are analyzed, and an algorithm applying them is developed. A numerical example is shown to explain the problem.

Set within theoretical frameworks combining knowledge based capability approach and transaction cost theory of a firm's innovative outsourcing strategy, the present paper empirically analyzes game developer's out-sourcing factors. The factor analysis shows that knowledge transfer of high-tech technology is not easily accomplished. Efficient out-sourcing requires effective interaction capabilities between game engine supplier and game developer. For the effective game developer's out-sourcing, game developer's absorptive capability is needed to collaborate with game engine supplier's user-friendliness of game engine regime and supporting capability. The result also show that knowledge based factors and transaction cost factors are closely related each other. Knowledge based factors reduces transaction cost and vice versa.

  This paper considers an integrated decision for scheduling and outsourcing(or, subcontracting) of a finite number of jobs(or, orders) in a time-sensitive make-to-order manufacturing environment. The jobs can be either processed in a parallel in-house fa

  This paper improves algorithms for an assembly-type flowshop scheduling problem in which each job is to assemble two types of components and makespan is the objective measure. For the assembly, one type of the components is outsourced with job-dependent

  This paper considers an assembly-type flowshop scheduling problem in which each job is assembled with two types of components. One type of the components is outsourced with positive lead time but the other type is fabricated in-house at the first stage.

The goal of this paper is to offer a quantitative decision model using Quality Function Deployment(QFD). We consider the factors outsourcing that affect the benefits of the organization and the fifth alternatives that were selected to be considered for outsourcing as customer requirements and technical attributes in QFD. For selecting the outsourcing system, we compute the priority considering interdependencies among alternatives. Thus this paper propose a decision model, which uses the quality function deployment to help practitioners set priority and users in structuring the outsourcing problems.

Information systems(IS) outsourcing has become a very important management strategy of implementing IS and many studies on the IS outsourcing approach had been performed in the organizations. But it isn't still show how to out source the IS functions and how to offer quantitative magnitude for judgement. To offer a quantitative decision model that can help practitioners set priority and reap the most benefits from outsourcing, we show outsourcing structure including 3 factors (strategic, economic and technological benefit) and sub-levels which is different from the Yang and Huang's model. Also, we compute the weight of alternatives using analytic hierarchy process to find a priority of the IS outsourcing. As a result of analysis, we suggest systematic steps and quantitative model to increase the precision of decision making. 1)

Recently, information systems(IS) outsourcing has become a very important management strategy of implementing IS and many studies on the IS outsourcing approach had been largely performed in the organizations, but it isn't still show how to outsource the IS functions and how to decide quantitative magnitude for judgement. To offer a quantitative decision model that can help practitioners set priority and reap the most benefits from outsourcing, we show outsourcing structure including 3 factors(strategic benefit, economic benefit and technological benefit) and sub-levels which. is different from the Yang and Huang's model. Also, we compute the weight of alternatives using analytic hierarchy process to find a priority of the IS outsourcing. As a result of analysis, we suggest systematic steps and quantitative model to increase the precision of decision making.

This study investigates the role of logistics capability and logistics outsourcing on the performance of manufacturing companies in Pakistan. It examines how logistics capability affects firm’s performance, why outsourcing is essential and how firms benefited if they outsource the service rather than establishing their own logistics capability. This research is based on a survey using structured a questionnaire to collect the primary data. The target population is logistics specialists of manufacturing companies in Pakistan with head offices based on Karachi, that have their own logistics or outsource their logistics. The questionnaire has been distributed to 500 respondents in 113 manufacturing companies in Pakistan. Confirmatory factor analysis has been used as statistical techniques to check the factor loading of the components, and SEM (Structural Equation Model) is used to check the impact of logistics capability on firm’s performance as well as the role of logistics outsourcing as a mediator. The findings of the research suggest logistics capability has positive impact on the performance of the manufacturing companies in Pakistan, and logistics capability has also an impact on logistics outsourcing. On the other hand, the study found that logistics outsourcing has no significant impact on the manufacturing companies in Pakistan.

Purpose - The purpose of this study is to analyze the comparative financial performance of outsourcing and vertically integrated corporations from Footwear and Apparel industry. Research design, data, and methodology - Secondary data is collected from the published audited annual reports of the footwear and apparel corporations listed on stock exchanges globally. In the current study, 40 footwear firms have been opted that include 20 vertically integrated and 20 outsourcing firms. The sample is distributed into two groups based on threshold up-to 50 percent respectively outsourcing and vertically integrated companies. Sample independent t-test is applied to compare the financial performance of outsourcing and vertically integrated firms. Results - Based on the investigation of 10 years’ data of financial ratio, the results of the study show that there is significant difference between outsourcing and vertical integration strategy on return on assets, return on equity while insignificant difference has found with profit margin. Conclusions - The findings of the current study indicates that there is significant difference between the financial performance of outsourcing and vertically integrated firms in terms of return on asset, return on equity and insignificant difference in terms of profit margin.