Offshore BPO Decisions and Institutional Influence on Senior Managers

Penter, Kevan; Wreford, John; Pervan, Graham; Davidson, Fay

doi:10.1007/978-3-642-40951-6_6

Cited by 4 publications

(2 citation statements)

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“…As ANZ expanded its regional growth ambitions that now span 26 countries in the Asia Pacific Region, it took the decision in 2004 to strengthen and expand the role of its captive operation and, under the slogan 'ANZ in Bangalore', develop an integrated captive that was fully assimilated into the parent company. Sta↵ members in Bangalore were given the same corporate and organizational training as sta↵ in the parent company, and HR and corporate policies and controls were the same as in other parts of the ANZ bank [75]. The Managing Director summarized the culture of ANZ's Bangalore captive center:…”

Section: Relationship With Labormentioning

confidence: 99%

“…ANZ was selective in the business processes transferred o↵shore, with a former CEO noting that"ANZ understands customers want to be able to talk to sta↵ in Australia about their banking and financial services needs. As a result, we have a clear policy that all call centers for Australian customers will remain in Australia" [75]. This appears to be an example of the end customers as a major stakeholder in the organizational field exerting a coercive influence over the choice of business processes to be performed in the o↵shore captive center.…”

Section: Relationship With Labormentioning

confidence: 99%

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Capturing CSR: Doing Good Offshore

Davidson

Wreford

Pervan

et al. 2014

Governing Sourcing Relationships. A Collection of Studies at the Country, Sector and Firm Level

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Global monitoring, and other drivers of high level reporting standards, have brought increasing pressure to embed Corporate Social Responsibility (CSR) in the day-today operations of many multinational companies. This move toward overt and targeted CSR responses and public reporting is prompting the strategic alignment of CSR with core business. Although driven in part by regulation, CSR initiatives and practice help demonstrate the moral authority of the corporate citizen. Practicing and publicly reporting CSR, presents an organization as ethical and worthy of trust, and in doing so, captures the good will, empathy and trust of stakeholders especially clients, customers and labor, in home countries. The development and maintenance of trust is integral to o↵shoring success. This research questions how the strategic practice of CSR by organizations, operating global in-house centers (GICs), contributes to relationship management in OBPO by positioning sta↵ in GICs as stakeholders.

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Section: Relationship With Labormentioning

confidence: 99%

Section: Relationship With Labormentioning

confidence: 99%