Business Process Outsourcing: The Promise of the Enterprise Partnership Model

David Feeny, Leslie Willcocks and Mary Lacity

Chapter 13 in The Practice of Outsourcing, 2009, pp 339-388 from Palgrave Macmillan

Abstract: Abstract In this chapter we report our research into Business Process Outsourcing (BPO). Using case studies, we assess initial progress and challenges to 2005, then update developments to 2008. As is reflected in these cases, by 2001 the outsourcing of so-called IT-enabled back office support processes was beginning to be seen as a viable strategy by many large corporations, fuelling forecast revenue growth of 10%-15% per annum in a market already estimated then as worth nearly a quarter of that of IT outsourcing (Lacity and Willcocks, 2001). Figures for BPO are, for many reasons, notoriously difficult to arrive at accurately, but in a review of several studies Willcocks and Lacity (2006) suggested that in 2006 the market could have been as big as $US80 billion and would grow at a forecast 10–12% over the next five years.1

Keywords: Business Plan; London Stock Exchange; Black Belt; Partnership Business; Executive Team (search for similar items in EconPapers)
Date: 2009
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-24084-1_13

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230240841

DOI: 10.1057/9780230240841_13

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().