Individual effectiveness in outsourcing

Raghuram, S (2006) Individual effectiveness in outsourcing. Human Systems Management, 25 (2). pp. 127-133.

Full text not available from this repository. (Request a copy)

Abstract

Outsourcing has grown enormously over the past few years, however, most of the attention so far has focused on the economics of the transaction, and much less on the human element involved in the transaction. In this paper I focus on call agents and my observations are based upon existing literature and my personal interviews. I suggest that it is challenging for them to identify with client organizations because of cultural differences, tacit contexts and lean communication media used to connect across vast geographical distances. The weak client identification may result in poor performance, inability to build trust with customers and long-term customer satisfaction. However, there are differences across individuals in their ability to deal with these challenges. Those who have a higher self-efficacy, higher pro-activeness and higher cultural intelligence may be more capable than others in their effectiveness. Likewise, organization initiated practices such as careful employee selection, intensive training and use of visible markers of identity may heighten client identification. © 2006 - IOS Press and the authors. All rights reserved.

ISB Creators:
ISB CreatorsORCiD
Raghuram, SUNSPECIFIED
Item Type: Article
Uncontrolled Keywords: Client identification; Client organizations; Geographical distances; Human element
Subjects: Business and Management
Information Technology and Economy
Depositing User: Ilammaran A
Date Deposited: 10 Nov 2014 16:02
Last Modified: 10 Nov 2014 16:09
URI: http://eprints.exchange.isb.edu/id/eprint/219
Publisher URL: http://iospress.metapress.com/content/7drkpvungdcw...
Publisher OA policy: http://www.sherpa.ac.uk/romeo/issn/0167-2533/
Related URLs:

Actions (login required)

View Item View Item
Statistics for DESI ePrint 219 Statistics for this ePrint Item