The Experts below are selected from a list of 104223 Experts worldwide ranked by ideXlab platform
Guido Moens - One of the best experts on this subject based on the ideXlab platform.
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an employee satisfaction survey in occupational health care how do employees evaluate their occupational health Service
2006Co-Authors: S Bulterys, K Johannik, J Vlamings, Guido MoensAbstract:Abstract Following a survey assessing the satisfaction of client–employers with their occupational health Service, it was now assessed how employees themselves evaluate their occupational health Service. Employees completed a questionnaire in order to examine their degree of satisfaction about the different Services, procedures and processes offered by the External Service. A questionnaire has been sent to 788 randomly selected employees in different companies, also randomly selected. The stratified sample was constructed according to company size (
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detailed calculation of occupational health Service costs through activity based costing the cost of risk assessment projects
2005Co-Authors: Lode Godderis, Guido Moens, P Fabiani, J Van Peteghem, Raphael Masschelein, Hendrik VeulemansAbstract:Because of recent changes in the European and the Belgian legislations, occupational health and safety activities have been redefined as covering different areas of competence: medical surveillance, occupational safety, ergonomics, etc. Increasing specialization might lead to better quality, but might also lead to an increased cost of delivered Services. Since those Services are a result of a multidisciplinary approach, the costs are complicated to calculate. In health care, activity-based costing (ABC) has been used to calculate treatment costs [1]. ABC calculates the cost of a Service by allocating all direct costs to the process. Indirect costs are allocated according to the consumption of activities in the process and the consumption of resources of each activity [2,3]. The aim of this study was to develop an ABC model to calculate the costs of risk assessments delivered by the Belgian External Service for prevention and protection at work (ESPPW) and to compare them with a legal minimum fee of 82e/h.
Abdulwahed Mohammed Khalfan - One of the best experts on this subject based on the ideXlab platform.
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a case analysis of business process outsourcing project failure profile and implementation problems in a large organisation of a developing nation
2003Co-Authors: Abdulwahed Mohammed KhalfanAbstract:As is the case for many developing economies, internationally published research on information systems (IS) practice in Kuwait is in short supply. The few reports of Kuwaiti IS/information technology (IT) practice highlighted in studies of Middle Eastern or Arab computing, have also largely discussed them in terms of these broader regional identities rather than their specific national context. Business process outsourcing (BPO) is becoming a widely‐accepted management practice throughout the world. In recent years, outsourcing of information Services has become a pervasive phenomenon. Increasingly, organisations rely on External Service providers for IS/IT Services. Kuwait has been used as an example of a developing country where the data collection for this study was done there. This study employed case study methodology because the author was interested in answers for “how” and “why” questions and because the study was partly exploratory. The primary data on IS/IT outsourcing practices, obtained for the first time in Kuwait, were collected by means of semi‐structured interviews supported by organisational documentation. The case study discussed in this paper brought to the surface critical elements missing in the contract that led to the demise of the BPO project. Studying failure is preventive because it helps organisations reduce the probability of failure in the future. A central argument of this paper concerns the need to understand the complex cultural and political implications of outsourcing within a global context (perspectives), a policy that is becoming increasingly important. The case study findings are crucial as they provide a careful diagnosis of failed IT outsourcing project.
Anders Gustafsson - One of the best experts on this subject based on the ideXlab platform.
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Customer Switching Patterns in Competitive and Noncompetitive Service Industries
2004Co-Authors: Inger Roos, Bo Edvardsson, Anders GustafssonAbstract:This article is about behavioral change in customer relationships. Changes in customer switching behavior are compared in five different Service industries. Switching barriers and the competitive industrial situations in the comparison between industries also revealed changes in behavior in an industrial monopoly in which switching to alternative External Service providers was not an option. This kind of switching was articulated as internal switching. The behavioral change was therefore assessed in terms not only of frequency but also of type of change. The switching ability to cause change, called configuration energy, even caused a change in behavior at the highest level in a noncompetitive industry in which there was a lack of switching alternatives. Total change was considered to be a result of the higher energy level driving the switching configuration than when the change was partial.
Leslie P Willcocks - One of the best experts on this subject based on the ideXlab platform.
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business process outsourcing studies a critical review and research directions
2011Co-Authors: Mary C Lacity, Stan Solomon, Leslie P WillcocksAbstract:Organizations are increasingly sourcing their business processes through External Service providers, a practice known as Business Process Outsourcing (BPO). Worldwide, the current BPO market could be as much as $279 billion and is predicted to continue growing at 25% annually. Academic researchers have been studying this market for about 15 years and have produced findings relevant to practice. The entire body of BPO research has never been reviewed, and this paper fills that gap. We filtered the total studies and reviewed 87 empirically robust BPO articles published between 1996 and 2011 in 67 journals to answer three research questions: What has the empirical academic literature found about BPO decisions and outcomes? How do BPO findings compare with Information Technology Outsourcing (ITO) empirical research? What are the gaps in knowledge to consider in future BPO research? Employing a proven method that Lacity et al. (2010) used to review the empirical ITO literature, we encapsulated this empirical literature on BPO in a way that is concise, meaningful, and helpful to researchers. We coded 43 dependent variables, 152 independent variables, and 615 relationships between independent and dependent variables. By extracting the best evidence, we developed two models of BPO: one model addresses BPO decisions and one model addresses BPO outcomes. The model of BPO decisions includes independent variables associated with motives to outsource, transaction attributes, and client firm characteristics. The model of BPO outcomes includes independent variables associated with contractual and relational governance, country characteristics, and client and supplier capabilities.
Shinobu Saito - One of the best experts on this subject based on the ideXlab platform.
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understanding key business processes for business process outsourcing transition industrial case study discovering business processes by analyzing system s database
2019Co-Authors: Shinobu SaitoAbstract:Many organizations now outsource the operation of specific business processes to External Service providers, which is referred to as BPO (Business Process Outsourcing). At a transition phase in BPO, the providers need a comprehensive and in-depth understanding of the target (outsourced) business domain. There are many types of the business processes. Most of them are often undocumented. A common way to discover business processes is shadowing (i.e., observing system operators' work). If providers observe all types of business processes, it is costly and time-consuming. An important part of the transition phase is to identify and understand the key business processes being outsourced. This can be costly and time-consuming, especially if shadowing is used. This report introduces an industrial case study of transition phase in BPO. In the case, we analyzed 1,960 records stored in the system related to the business processes for one year period system operation. Each record corresponds to one activity execution by a system operator of the business processes. We transformed the records into 152 distinct types of business processes and found 19 activities in all types of the processes. By evaluating the execution frequency of each type, we selected top four types as key business processes which include 10 activities which cover 96.8 % (1,898/1,960) of all activity executions. The key business processes were very helpful in comprehending the main characteristic of the target business domain in the transition phase.
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Understanding Key Business Processes for Business Process Outsourcing Transition
2019Co-Authors: Shinobu SaitoAbstract:Many organizations now outsource the operation of specific business processes to External Service providers, which is referred to as BPO (Business Process Outsourcing). At a transition phase in BPO, the providers need a comprehensive and in-depth understanding of the target (outsourced) business domain. There are many types of the business processes. Most of them are often undocumented. A common way to discover business processes is shadowing (i.e., observing system operators' work). If providers observe all types of business processes, it is costly and time-consuming. An important part of the transition phase is to identify and understand the key business processes being outsourced. This can be costly and time-consuming, especially if shadowing is used. This report introduces an industrial case study of transition phase in BPO. In the case, we analyzed 1,960 records stored in the system related to the business processes for one year period system operation. Each record corresponds to one activity execution by a system operator of the business processes. We transformed the records into 152 distinct types of business processes and found 19 activities in all types of the processes. By evaluating the execution frequency of each type, we selected top four types as key business processes which include 10 activities which cover 96.8 % (1,898/1,960) of all activity executions. The key business processes were very helpful in comprehending the main characteristic of the target business domain in the transition phase.
