Search
Search

연구성과물 검색 타이틀 이미지

HOME ICON HOME > Search by Achievements Type > Reports View

Reports Detailed Information

https://www.krm.or.kr/krmts/link.html?dbGubun=SD&m201_id=10007072&local_id=10010865
서유럽 e-비즈니스 전략: BPO 모델 중심으로
Reports NRF is supported by Research Projects( 서유럽 e-비즈니스 전략: BPO 모델 중심으로 | 2004 Year | 김경민(이화여자대학교) ) data is submitted to the NRF Project Results
Researcher who has been awarded a research grant by Humanities and Social Studies Support Program of NRF has to submit an end product within 6 months(* depend on the form of business)
사업별 신청요강보기
  • Researchers have entered the information directly to the NRF of Korea research support system
Project Number B00153
Year(selected) 2004 Year
the present condition of Project 종료
State of proposition 재단승인
Completion Date 2005년 12월 09일
Year type 결과보고
Year(final report) 2005년
Research Summary
  • Korean
  • 국내 IT 서비스 업계는 내외부적인 악재로 인해 고전을 하고 있다. 인도 등지의 경쟁력 있는 업체들이 국내에 진출하면서 IT서비스업계는 국내적으로는 시장의 파이를 지키기 위해, 밖으로는 새로운 해외 시장을 개척하기 위한 이중 노력을 기울여야 하는 상황이다. 특히 IT 서비스 산업의 새로운 시장 개척을 위한 해외 진출은 전체 IT 산업 자체의 수출 구조 개선을 위해서도 시급한 실정이다. 본 연구는 offshore BPO를 도입한 프랑스 기업을 대상으로 사례분석을 실시하고 offshore BPO 도입을 성공으로 이끄는 ‘governance structure'와 offshore BPO의 장애요인을 도출하였다. 연구결과는 차제에 서유럽 BPO 시장 진출을 고려하고 있는 국내 기업들에게 필요한 지침을 마련할 것이다.
  • English
  • The structure chosen to govern an Inter-Organizational Relationship (IOR) is often argued to be critical to its success. However, little research is done on the effective governance structure in ‘Offshore’ BPO. It is widespread notion that BPO (Business Process Outsourcing) is performed on the contractual basis without coordination mechanisms. The objectives of this study are (1) to investigate the effective governance structure in early stage of offshore BPO, especially in the case where service provider’s language is different from client’s language and (2) to explore some of the conditions at the adoption of BPO that are likely to influence the shape of the governance structure. Obstacles encountered during the adoption and execution of BPO as well as the ways to overcome the obstacles are studied. Vendor selection criteria are taken into consideration.
    After reviewing the literature on IS outsourcing, we determined that no current theory answered the research question. Therefore, ‘ground theory building’ methodology that builds theory in a grounded and inductive fashion is used for this study. First, a genetic framework to analyze ‘offshore BPO governance structure’ is derived from extant literature. The framework consists of potentially important constructs to study the governance mechanism and organizational conditions. For the governance mechanism, this study focused on (1) social relationship, (2) coordination mechanisms and (3) inter-organizational information systems. For studying organizational conditions that potentially shape the BPO governance structure, the study derived five constructs: (1) size of the company, (2) competition intensity, (3) culture, (4) IT maturity and (5) previous experience of outsourcing (On/Offshore). This framework are be applied to an exploratory case analysis to explore an effective form of the governance mechanism.
    Due to labor laws in France, companies are hiding about their offshore outsourcing. Thus it was extremely difficult to obtain rich case data. Auchan case data is used for this research. Auchan outsources EDI to IBM, Belgium. While main language of Auchan is French, the language of the service provider is English. This study reveals that hybrid governance structure is effective for offshore BPO. The hybrid governance structure consists of inter-organizational coordination mechanisms, IOS and social control. Companies that wish to offshore their business process should select the service providers that can facilitate setting up such hybrid governance structure. As ‘Offshore’ BPO is expected to be booming in the next few years, this study helps both academics and practitioners to understand the effective governance structure of ‘Offshore’ BPO.

Research result report
  • Abstract
  • The structure chosen to govern an Inter-Organizational Relationship (IOR) is often argued to be critical to its success. However, little research is done on the effective governance structure in ‘Offshore’ BPO. It is widespread notion that BPO (Business Process Outsourcing) is performed on the contractual basis without coordination mechanisms. The objectives of this study are (1) to investigate the effective governance structure in early stage of offshore BPO, especially in the case where service provider’s language is different from client’s language and (2) to explore some of the conditions at the adoption of BPO that are likely to influence the shape of the governance structure. Obstacles encountered during the adoption and execution of BPO as well as the ways to overcome the obstacles are studied. Vendor selection criteria are taken into consideration. Auchan case data is used for this research. Auchan outsources EDI to IBM, Belgium. While main language of Auchan is French, the language of the service provider is English. This study reveals that hybrid governance structure is effective for offshore BPO. The hybrid governance structure consists of inter-organizational coordination mechanisms, IOS and social control. Companies that wish to offshore their business process should select the service providers that can facilitate setting up such hybrid governance structure. As ‘Offshore’ BPO is expected to be booming in the next few years, this study helps both academics and practitioners to understand the effective governance structure of ‘Offshore’ BPO.
  • Research result and Utilization method
  • This study found out that hybrid governance structure is effective for offshore BPO. The hybrid governance structure consists of inter-organizational coordination mechanisms, IOS and social control. Since BPO has risk of vendor’s opportunistic behavior, BPO provider must be able to present enough advantages to offset the risk such as technical capabilities and cost savings. To ensure the quality of service level, SLA should be detailed as much as possible. An effective measurement process should be agreed upon and implemented to monitor the success of BPO. This includes Inter-organizational system to monitor key performance data. In BPO situation, vendor’s opportunistic behavior can not be fully controllable by either behavior or outcome-based control. This can be compensated with the social control. Social control can be used as means to sharing goals and compensate the uncertainty and ambiguity of the performance of the service provider. Goodwill trust as well as technical trust is necessary to ensure the success of BPO. In addition to the coordination mechanisms between Auchan and suppliers (such as goal setting, data synchronization, EDI and SLA), there needs for efficient coordination mechanisms between the Auchan and the service provider. The reason is that constant changes in demand side drive frequent redefinition of the business process (SCM process in Auchan case), which requires efficient coordination between the Auchan and the service provider. The lack of coordination in BPO was complemented by social control. Companies that wish to offshore their business process should select the service providers that can facilitate setting up such hybrid governance structure. This study will help both academics and practitioners to understand the effective governance structure of ‘Offshore’ BPO especially in Western Europe.
  • Index terms
  • Offshore BPO, BPO governance structure, BPO barriers, coordination mechanism
  • List of digital content of this reports
데이터를 로딩중 입니다.
  • This document, it is necessary to display the original author and you do not have permission
    to use copyrighted material for-profit
  • In addition , it does not allow the change or secondary writings of work
데이터 이용 만족도
자료이용후 의견
입력
트위터 페이스북
NRF Daejeon
(34113) 201, Gajeong-ro, Yuseong-gu, Daejeon, Korea
Tel: 82-42-869-6114 / Fax: 82-42-869-6777
NRF Seoul
(06792) 25, Heonreung-ro, Seocho-gu, Seoul, Korea
Tel: 82-2-3460-5500 / Fax: 82-2-3460-5759
KRM Help Center
Tel : 042-869-6086 Fax : 042-869-6580
E-mail : krmcenter@nrf.re.kr