bluuebunny/crossref_metadata_2025_split huggingface dataset:
Global outsourcing of back office services: lessons, trends, and enduring challenges
Authors: Lacity Mary C. , Willcocks Leslie P. , Rottman Joseph W. 
Published: April 2008

PurposeTo identify key lessons, trends and enduring challenges with global outsourcing of back office services.Design/methodology/approachThe authors extract lessons, project trends, and discuss enduring challenges from a 20 year research program conducted by these authors and their extended network of co‐authors and colleagues.FindingsThe authors identify seven important lessons for successfully exploiting the maturing Information Technology Outsourcing (ITO) and Business Process Outsourcing (BPO) markets. The lessons require back office executives to build significant internal capabilities and processes to manage global outsourcing. The authors predict 13 trends about the size and growth of ITO and BPO markets, about suppliers located around the world, and about particular sourcing models including application service provision, insourcing, nearshoring, rural sourcing, knowledge process outsourcing, freelance outsourcing, and captive centers. The authors identify five persistent, prickly issues on global outsourcing pertaining to back office alignment, client and supplier incentives, knowledge transfer, knowledge retention, and sustainability of outsourcing relationships.Originality/valueThe authors present some experimental innovations to address these issues.
Emerging shared service organizations and the service‐oriented enterprise
Authors: Janssen Marijn , Joha Anton 
Published: April 2008

PurposeService‐orientation enables new organizational forms and organization initiate shared service centers (SSCs) to become shared service organizations (SSOs) or service‐oriented enterprises (SOEs). Services can be performed in‐house, shared or outsourced. However, this form of organization faces significant challenges and to date not much research has focused on capturing experiences in this domain. The aim of this paper is to identify critical management issues in the development of service‐oriented arrangements.Design/methodology/approachThe research used a combination of literature and case study research, whereby literature provided the theoretical foundations and the case study is used to identify the critical research challenges.FindingsTechnological developments enable a service‐oriented approach, leading to new organizational forms and a shift towards a more market‐oriented type of control. The SOE is an enterprise that is modularized in business domains and organized around SSCs. New products can be created by orchestrating the services provided by the service centers, and this orchestration is expected to become a core capability. Service centers display varying levels of modularity, which influences the sourcing options. In our case study, the SSO and SOE emerged and evolved out of SSCs, and as a result an incremental, staged approach should be adopted with regard to its implementation. The main critical management issues are a carefully executed strategy, the redesign and reorganization of activities and roles, the standardization of processes, applications and the underlying IT architecture, and management of the transformation by involving all stakeholders.Research limitations/implicationsThe SOE is explored using a single case study, which although it provides in‐depth insight, limits statistical generalization. Further research should focus on the benefits, drawbacks and risks of these concepts. In addition, the bundling and orchestration of services need to be investigated.Practical implicationsThis type of change is often technology driven. Companies should address the critical management issues when they adopt a more service‐oriented approach at a business level.Originality/valueTo date, there are very few empirical studies that look at SSO and the SOE. This paper offers a contribution by investigating a real‐life case study, analyzing the kind of organization involved, and identifying the challenges and issues.
Printing industry offshoring: perspectives from US based printers
Authors: Rothenberg Sandra , Hira Ron , Tang Zhi 
Published: April 2008

PurposeThis paper aims to report on how US printers perceive offshoring trends in the printing industry, and explore how they are responding to its opportunities and challenges.Design/methodology/approachThe authors relied on data collection comprising three stages: exploratory interviews, an industry survey, and follow‐up interviews.FindingsMany printers perceive offshoring as a threat, and some groups are being affected by it. Firms that offer quick and variable printing and/or non‐standard IT services (with the exception of data management) are less likely to suffer from job loss due to the offshoring. To respond to the threat of offshore outsourcing, printers are trying to either focus on “safe” products, introduce new services, or offshore themselves. Most US printers do not have a global footprint, so few have taken advantage of the opportunities opened up by globalization, by offshoring their supply chain or selling abroad.Research limitations/implicationsDue to a low response rate, performance data are not in the analysis. This limitation is common for researchers of the printing industry where little public data are available.Practical implicationsWhile many US printers are feeling the negative effects of offshoring, few are taking advantage of its benefits.Originality/valueMost offshoring studies to date have relied on publicly available data, which has significant limitations. This study uses a mix of both survey and interview data to attain a more nuanced view of how the US printing industry is being affected by, and responding, to offshoring.
Offshoring: secure or open to the praying mantis?
Authors: Burns Beryl 
Published: April 2008

PurposeThe purpose of this paper is to investigate and gain knowledge into the reasons why a UK‐based wholesaling company outsourced its information technology and call centre services, and what security measures were put in place to protect the sensitive information they hold in and transmit via their information system to prevent misuse of sensitive information, and to highlight any challenges the company faced connected with offshore outsourcing.Design/methodology/approachThe research in this paper is exploratory and draws on prior research following a company's journey of outsourcing its network security and contact/call centre services to two offshore Indian companies, and subsequently discusses the issues surrounding maintaining the security and control of the systems.FindingsThe paper shows that offshore outsourcing of security management and contact/call centre services can be managed and organised successfully.Research limitations/implicationsThe one case study limits the findings – they may not be generalisable.Originality/valueFor researchers and academia, the paper adds to the literature on outsourcing and call centre work and may be of interest to companies who are considering offshore outsourcing.
Extended editorial: place – the trinal frontier
Authors: Parker Cathy 
Published: April 2008

PurposeThe purpose of this Editorial is to introduce the subject of place management and, more specifically, the Journal of Place Management and Development.Design/methodology/approachThe approach is reflective, reflexive and indulgent. The Editorial examines the background to place management and summarises current practical and theoretical interpretations on the subject, that have been written by the JPMD Editorial Board.FindingsThe Editorial establishes the breadth of the topic of place management as well as making some tentative predictions about where research in the subject could or should go in the future.Practical implicationsThe Editorial calls for more joint research between academics and practitioners, to ensure that research is academically grounded but practically relevant.Originality/valueThe Editorial is a good introduction to the subject of place management and should be read by academics or practitioners with an interest in the subject.
Professionalizing business district management for the twenty‐first century
Authors: Ruffin Fayth A. 
Published: April 2008

PurposeThis paper seeks to explore leading theories and concepts in professionalising the emerging field of business district management.Design/methodology/approachIn the context of globalization and localization, it discusses distinctive place‐based elements of business improvement districts (BIDs), such as: law, nomenclature, assessment formulae, and branding; while suggesting and analyzing strategic international application of certain theories and concepts.FindingsAs an outgrowth of a literature review of globalizing cities, public administration, urban management, and BIDs together with semi‐structured interviews of respondents in connection with doctoral dissertation research and in view of co‐designing curriculum for and teaching a business district management certification program; research reveals that public entrepreneurship, social capital, network governance, and performance management can transcend disciplines and cut across sectors to be key theories and concepts for education and training of business district managers worldwide. However, management training is to be contextually developed consistent with branding techniques for the business district.Practical implicationsFuture research and evaluation of BIDs in the globalizing metropolis can ground theory to inform best practices and professional standards that will enable similarly situated business districts across the globe.Originality/valueExamining BID management is not new, however the thrust toward professionalising the field is new.
An exploratory study of the contextual stability of SERVQUAL amongst three retail clusters in far North Queensland
Authors: Lee‐Ross Darren 
Published: April 2008

PurposeThis study seeks to assess the psychometric properties of SERVQUAL, a prevalent instrument for measuring service quality within the “place” context of a shopping mall. Since, appearing in the management and marketing literature, this instrument has proved popular amongst researchers and practitioners. However, evidence supporting or refuting the tenets of the “gap” model and the dimensionality of the questionnaire is equivocal.Design/methodology/approachModified versions of the questionnaire were used as a basis for interviewing customers of three retail clusters in the region of far North Queensland (n=782).FindingsAnalysis of data failed to support the generic five‐factor structure of service quality amongst these retail outlets. Service quality was perceived to be context‐specific and less multi‐dimensional than contended by the original SERVQUAL authors. Furthermore, little support was found for the concurrent validity of the instrument. Moreover, notions of service quality may have been confused due to the separate perspectives of three retail clusters within the overall context of a shopping mall. The multi‐dimensional nature of intangible service quality and dynamic expectations of customers and clients therefore presents significant challenges for place managers.Research limitations/implicationsA practical decision was made to maximize the generalizability of the research by aggregating individual retail outlets into three overall clusters. Some measure of internal validity may therefore have been sacrificed.Practical implicationsIt is recommended that future research begins with 360‐degree qualitative analyses of contexts from which new constructs and instruments may be developed.Originality/valueThe retail industry in far North Queensland is a previously under researched area in terms of the SERVQUAL instrument. The new factor structures found for clusters should improve service‐quality management and impact on tourism‐related business in the region.
Dubai – a star in the east
Authors: Stephens Balakrishnan Melodena 
Published: April 2008

PurposeWorldwide approximately 200 national economies are competing in the destination market. In 2006, global government and capital expenditure exceeded US$1,480 billion making destination branding an important concept that still remains fragmented and unplanned. Dubai, an emirate of the UAE in the Middle East has been chosen as a case study to explain some elements of successful destination branding. This paper aims to apply a framework developed by Balakrishnan to explain areas of caution when competing in an international market where success is also partially dependent on the macro‐environment.Design/methodology/approachThe framework was developed by reviewing literature on destination, place, corporate, product portfolio and service branding. The framework was tested using case study methodology. Secondary research was primarily used to develop the case.FindingsThere is a strong fit with the model suggesting that destinations can use this as a basis for continuity in strategy even as governments change. Based on the analysis and review; a checklist for destination branding strategy was recommended.Research limitations/implicationsSince, this study depends on secondary research there is some limitations as data in this region is not easily available.Originality/valueDestination branding differs in challenges vis‐à‐vis product and service branding. This paper depicts steps essential for creating a successful branding strategy which can be applied in a real world context to maximize returns for the destination.
Finding one's place in the place management spectrum
Authors: Yanchula James 
Published: April 2008

PurposeThe paper's objective is to help place management practitioners (particularly downtown managers) evaluate where their work fits in the scope of possible activities which they may undertake, and whether the nature of experience and resources available to them are a good match for those activities.Design/methodology/approachObservations made based on the author's experience and conversations with professional colleagues are presented in a hierarchy of activity categories using the analogy of spectral optics to identify each. A basic overview of the types of available resources to place managers and their interrelationships supplements the defined activity categories.FindingsPosits that certain place management activities are foundational, implying that experience and cultivating a reputation for success in these prepares a place management organization for, but does not necessarily predict its future success in, other “higher order” activities.Research limitations/implicationsWhile the presented hierarchy of activity categories have a basis in logic, and offer examples of typical activities, the information should be considered an hypothesis untested by supporting research.Practical implicationsWhile not serving as a predictive diagnostic tool, this information is a quick and concise method that place management organizations and practitioners can use to determine their position relative to the activities they undertake and the resources they have (or need) to do so.Originality/valueBoth existing and incipient place management organizations will find value in the easily understood and aptly illustrated concepts in the paper.
Place management as a core role in government
Authors: Mant John 
Published: April 2008

PurposeThis paper aims to deal with place management, not as an additional function to traditional silo organisations, but as a core part of a government that has been restructured to achieve complex outcomes, such as place management. The work is based on the author's experience over the last couple of decades, both as a departmental head and a change management consultant.Design/methodology/approachInstead of government consisting essentially of functional departments, each one consisting of a different group of professionals pursuing specialist inputs and outputs, an outcomes focused government is structured around the three core aspects of governance – effectiveness (outcomes), efficiency (services) and transparency (standards). The three parts have different ways of operating and different types of performance measure.FindingsPlace management along with systems management are the essential responsibilities of the outcomes organisation.Research limitations/implicationsRather than advocate traditional inputs and outputs, outcome managers are free to pursue a wide range of solutions from a number of different providers. Being highly visible to the community place managers especially provide a clear point of contact for all those with an interest in the place, whilst buck passing opportunities are limited. Budgeting can be shifted to the funding of outcomes rather than inputs or outputs, with increased power for elected officials to review a wider range of expenditure. Outcomes management provides opportunities for bottom‐up solutions, rather than reliance on top‐down coordinating committees of silo organisations.Originality/valueThe paper should provide those struggling with the limitations of place management in traditional structures with a model for the more effective governance of places.
European shopping centre developments: an industry perspective
Authors: Myers Hayley , Gore Julie , Liu Katherine 
Published: April 2008

PurposeThis viewpoint seeks to review the changing environment of shopping spaces in Europe, specifically evaluating factors underpinning development trends. The paper provides a critical overview, staking stock of recent debates in the area of European shopping place development and international retailing. It provides a discussion of themes emerging from the views of expert research‐orientated stakeholders.Design/methodology/approachThemes were drawn from a survey of a group of 11 expert research‐orientated European shopping centre stakeholders.FindingsKey suggestions centre around issues associated with: people and lifestyle; planning and economics; environment and design, and globalisation. Two seemingly dichotomous trends are discussed; the increasing cross‐border transfer of shopping place forms, and the increasing need for shopping space individualism, identity, integrity and sensitivity to locality.Research limitations/implicationsWhilst the authors' recognise that a limited number of experts were consulted the data reveals an important insight into the views of practitioners well‐placed to foresee the future. Further investigations can be envisaged which consult a wider range of views.Originality/valueTakes a pan‐European perspective in order to analyse both the similarities and variations in shopping place development.
Reclaiming customers through a retailer‐led TCM scheme in Italy
Authors: Andrés Coca‐Stefaniak J. , Stasi Fabrizio , Codato Giovanna , Franco Elena , Roberts Gareth 
Published: April 2008

PurposeIl Cuore di Novi is an example of an innovative way of regenerating and revitalising a town centre in Italy in the face of intense competition from large out‐of‐town retail and residential developements. This has been achieved through a combination of research surveys linked to an organic approach to marketing strategy and effective engagement with the town's local authority and small‐ and medium‐sized retailers. The paper's aim is to discuss this development.Design/methodology/approachThis case study provides an example of retailer‐led town centre management in the Novi Ligure (Italy) and builds on previous work by Molinillo Jiménez, Sánchez del Río, Vilariño et al. and Coca‐Stefaniak et al.FindingsSouthern European models of retailer‐led town centre management, known in Italy as centro commerciale naturale and discussed by Valente, Zanderighi, Moras et al. and Codato et al. can be effective in competing with large out‐of‐town shopping centres through innovative place management and marketing techniques in town centres based on local know‐how, differentiation and customer service.Originality/valueThe case of Novi Ligure's successful retailer‐led town centre management scheme is unique in Italy in terms of its ability to integrate retail revitalisation with urban regeneration in a town centre. This scheme is ground‐breaking in Italy and provides further evidence of the success of Southern European bottom‐up retailer‐led place management models. This study is of value to practitioners and policy makers in place management, town centre management, local authority planning officers, urban regeneration consultants, academics, small‐ and medium‐sized independent retailers, community leaders and town centre residents.
The total value of health: a review of literature
Authors: Edington Dee W. , Schultz Alyssa B. 
Published: April 2008

PurposeThe goal of this review is to present the literature which provides evidence of the association between health risks and the workplace economic measures of time away from work, reduced productivity at work, health care costs and pharmaceutical costs.Design/methodology/approachA search of PubMed was conducted which combined the keyword search terms “health risks” with “health costs”, “pharmaceutical costs”, “absenteeism”, “productivity”, “workers compensation”, and “presenteeism”. High quality studies were selected and combined with studies known to the authors.FindingsA strong body of evidence exists which shows that health risks of employees are associated with health care costs and pharmaceutical costs. A growing body of literature also confirms that health risks are associated with the productivity measures of time away from work, workers' compensation, absenteeism and presenteeism. Furthermore, studies have shown that changes in risks are associated with changes in health care costs, time‐away‐from‐work and presenteeism.Originality/valueThe paper shows that measures of success will continue to be important as the field of worksite health management moves forward. Research needs to progress beyond simple associations to the evaluation of changes in costs, trends and transitions over time.
Workplace physical activity interventions: a systematic review
Authors: Dugdill L. , Brettle A. , Hulme C. , McCluskey S. , Long A.F. 
Published: April 2008

PurposeThis paper aims to report a synopsis of a recent systematic review of the literature regarding the effectiveness of workplace physical activity interventions, commissioned by the National Institute for Health and Clinical Excellence (NICE).Design/methodology/approachA search for English‐language papers published between 1996 and 2007 was conducted using 12 relevant databases and associated grey literature. Search protocols and analysis regarding study quality as recommended by NICE were utilised. Key inclusion criteria were, workplace intervention aiming to increase physical activity, intervention aimed at working adults, intervention initiated/endorsed by the employer, physical activity outcome. Thirty‐three studies (38 papers) met the inclusion criteria and were independently reviewed (checked by two reviewers) with a narrative synthesis of findings.FindingsFourteen studies were graded as high quality or good quality. Evidence from previous systematic reviews was inconclusive. Data regarding the effectiveness of stair walking interventions was limited and intervention effects were short‐lived. Three public sector studies provided evidence that workplace walking interventions using pedometers can increase daily step counts. One good quality study reported a positive intervention effect on walking to work behaviour (active travel) in economically advantaged female employees. There was strong evidence that workplace counselling influenced physical activity behaviour. There is a dearth of evidence for small and medium enterprises.Research limitations/implicationsDue to the necessary UK focus and time constraints, only studies from Europe, Australia, New Zealand and Canada were included.Originality/valueThe paper shows that there is a growing evidence base that workplace physical activity interventions can positively influence physical activity behaviour.