標(biāo)題: Titlebook: Global Sourcing of Business and IT Services; Leslie P. Willcocks,Mary C. Lacity Book 2006 Palgrave Macmillan, a division of Macmillan Publ [打印本頁] 作者: 瘦削 時(shí)間: 2025-3-21 16:41
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書目名稱Global Sourcing of Business and IT Services被引頻次
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書目名稱Global Sourcing of Business and IT Services讀者反饋
書目名稱Global Sourcing of Business and IT Services讀者反饋學(xué)科排名
作者: Projection 時(shí)間: 2025-3-21 22:34 作者: 冷峻 時(shí)間: 2025-3-22 03:09 作者: Inclement 時(shí)間: 2025-3-22 05:38 作者: 帳單 時(shí)間: 2025-3-22 09:04 作者: 高興一回 時(shí)間: 2025-3-22 14:16 作者: 高興一回 時(shí)間: 2025-3-22 17:15
Managing the sourcing process: A life cycle perspective,or organizations alike. Time and again, we have found even experienced organizations running into massive problems, suffering from slow organizational learning, and working in a reactive rather than an anticipatory mode.. The results are troubling. Here are some recent examples:作者: Lacerate 時(shí)間: 2025-3-23 00:13 作者: 推崇 時(shí)間: 2025-3-23 03:48 作者: 易怒 時(shí)間: 2025-3-23 07:10
Book 2006This book provides in-depth insights into the practices that lead to success in global sourcing. Written by internationally acclaimed academics, it covers best practices on IT outsourcing, offshoring, business process outsourcing and netsourcing. This book is a must read for any practitioner, academic or student concerned with global sourcing.作者: 我就不公正 時(shí)間: 2025-3-23 11:21
https://doi.org/10.1057/9780230288034business; Information Technology (IT); service作者: 疲憊的老馬 時(shí)間: 2025-3-23 14:08
Palgrave Macmillan, a division of Macmillan Publishers Limited 2006作者: Thyroxine 時(shí)間: 2025-3-23 18:31
Global Sourcing of Business and IT Services978-0-230-28803-4Series ISSN 2730-6623 Series E-ISSN 2730-6631 作者: Bridle 時(shí)間: 2025-3-23 23:09 作者: Cardioversion 時(shí)間: 2025-3-24 05:34 作者: CHURL 時(shí)間: 2025-3-24 08:16
Offshoring IT work: 29 practices, forecasted that the annual growth rate of offshore outsourcing will continue to grow at 20 percent reaching US$10 billion in 2005. How can executives manage risks while successfully exploiting the benefits available in remote locations such as India and China?作者: THROB 時(shí)間: 2025-3-24 12:08
The future of global sourcing: Trends and enduring challenges, from outsourcing for the past 17 years. Clients typically seek operational, transformational, or strategic benefits from global sourcing (see Table 11.1). But despite the growth, learning has been painfully slow. And most disturbingly, outcomes rarely meet all the client’s and supplier’s a priori expectations.作者: 啜泣 時(shí)間: 2025-3-24 18:44
The Plexiglass Wall and the Vital Verb,t to other back offices, including human resources, accounting, finance, and procurement. The resulting framework offers a powerful model for creating high performing back offices in terms of strategic agility, service excellence, and cost-efficiency作者: 不可知論 時(shí)間: 2025-3-24 21:33
The core capabilities framework for achieving high performing back offices,t to other back offices, including human resources, accounting, finance, and procurement. The resulting framework offers a powerful model for creating high performing back offices in terms of strategic agility, service excellence, and cost-efficiency作者: Fierce 時(shí)間: 2025-3-24 23:19 作者: 拍下盜公款 時(shí)間: 2025-3-25 03:38
Assessing 12 supplier capabilities,ent techniques and technology investment to achieve new levels of process performance. Client organizations are challenged to identify a provider whose capabilities are most appropriate for their needs.作者: 中和 時(shí)間: 2025-3-25 07:50
https://doi.org/10.1007/978-3-030-87436-0 gap in practice. We address this gap by describing intellectual capital, and how it can be developed by harnessing social capital. We then apply these ideas to three outsourcing arrangements to show how intellectual, or knowledge, capital can either be a missed opportunity, or can be developed and leveraged to organizational advantage.作者: 本土 時(shí)間: 2025-3-25 13:16 作者: 使隔離 時(shí)間: 2025-3-25 17:58
2730-6623 ics, it covers best practices on IT outsourcing, offshoring, business process outsourcing and netsourcing. This book is a must read for any practitioner, academic or student concerned with global sourcing.978-0-230-28803-4Series ISSN 2730-6623 Series E-ISSN 2730-6631 作者: Brittle 時(shí)間: 2025-3-25 22:42 作者: Lignans 時(shí)間: 2025-3-26 02:28 作者: 獸皮 時(shí)間: 2025-3-26 07:29 作者: 殺死 時(shí)間: 2025-3-26 09:46 作者: Adjourn 時(shí)間: 2025-3-26 16:26
Transforming back offices through outsourcing,ervices like information technology development, human resource transactions, and indirect procurement to core services such as innovation, research and development, marketing, and customer care. While the vision of global sourcing networks that are agile, effective, and cost efficient is certainly 作者: 畏縮 時(shí)間: 2025-3-26 19:04 作者: 在前面 時(shí)間: 2025-3-26 23:58 作者: textile 時(shí)間: 2025-3-27 04:50
Assessing 12 supplier capabilities,centers to, more recently, the transformation of entire back office functions of major corporations. The supplier base is equally diverse, stretching from locally based specialists in particular applications and/or industry sectors, through offshore providers who base their appeal on their ability t作者: engender 時(shí)間: 2025-3-27 05:38
,The winner’s curse in outsourcing: How to avoid relational trauma,s, suppliers underbid to win the contract, resulting in the phenomenon known as the “winner’s curse.” .. In this chapter, we report how the winner’s curse can negatively affect both clients and suppliers. We present an IT outsourcing case history that illustrates the relational trauma caused by the 作者: BLOT 時(shí)間: 2025-3-27 13:00 作者: 控訴 時(shí)間: 2025-3-27 14:49 作者: myelography 時(shí)間: 2025-3-27 18:57
Managing knowledge in outsourcing: Cases in financial services,ations have received so little attention. What actually happens to knowledge when clients outsource? Our research shows that most clients lack the means and experience to assign value to the knowledge they are transferring and receiving. Furthermore, most clients have no real understanding of how ne作者: Canyon 時(shí)間: 2025-3-28 00:53 作者: eucalyptus 時(shí)間: 2025-3-28 03:02 作者: 施加 時(shí)間: 2025-3-28 08:29
The future of global sourcing: Trends and enduring challenges, ITO market is a US$200 billion market, and, in terms of size the BPO market is rapidly catching up. Ironically, clients have sought the same benefits from outsourcing for the past 17 years. Clients typically seek operational, transformational, or strategic benefits from global sourcing (see Table 1作者: 外形 時(shí)間: 2025-3-28 13:42 作者: 憤慨點(diǎn)吧 時(shí)間: 2025-3-28 15:06
John Dewey’s Philosophy of Educationor organizations alike. Time and again, we have found even experienced organizations running into massive problems, suffering from slow organizational learning, and working in a reactive rather than an anticipatory mode.. The results are troubling. Here are some recent examples:作者: Bricklayer 時(shí)間: 2025-3-28 19:40
The Plexiglass Wall and the Vital Verb,echnology, third-party sourcing, and governance) and nine capabilities for high performing IT functions.. This framework was subsequently adopted by many large organizations seeking to deliver highly effective and cost-efficient IT services. This chapter extends the framework beyond IT by applying i作者: Melodrama 時(shí)間: 2025-3-28 23:32 作者: 起草 時(shí)間: 2025-3-29 05:19 作者: 脫毛 時(shí)間: 2025-3-29 08:08 作者: 感情脆弱 時(shí)間: 2025-3-29 14:39 作者: 重畫只能放棄 時(shí)間: 2025-3-29 18:43
https://doi.org/10.1007/978-3-030-87436-0ations have received so little attention. What actually happens to knowledge when clients outsource? Our research shows that most clients lack the means and experience to assign value to the knowledge they are transferring and receiving. Furthermore, most clients have no real understanding of how ne作者: Arboreal 時(shí)間: 2025-3-29 22:39
