Offshoring strategies : evolving captive center models / Ilan Oshri.

By:

Oshri, Ilan

Material type: Text

TextLanguage: Spanish Publication details: Cambridge, Mass. : MIT Press, c2011.Description: xiv, 261 p. : ill. ; 21 cmISBN:

9780262015608 (alk. paper)

Subject(s):

DDC classification:

658.4058 22

LOC classification:

HD 2365 O82o 2011

Contents:

The emergence of captive centers : why captive centers, and why now? -- Captive center and other sourcing models -- Country attractiveness for sourcing -- Trends in captive centers of fortune global firms -- From basic to hybrid : the case of GlobalSoftware -- From basic to shared : the case of ITConsulting -- Divesting the captive center : the case of GlobalAirline -- Divesting the captive center : the case of AmeriBank -- Divesting the captive center : the case of ConsumerGoods -- Migrating the captive center : the case of InfoTech -- The way forward : captive center capabilities and strategies.

Summary: From the publisher. In today's globalized economy, firms often consider offshoring when confronted by rising costs and fierce competition. One mode of offshoring has continued to grow despite the current global economic turmoil: the captive center. Captive centers are offshore subsidiaries or branch offices that provide the parent company with services, usually in the form of back-office activities. Oshri examines the evolution of the captive center. He identifies basic captive center models, examines the captive center strategies pursued by Fortune Global 250 firms, describes current captive center trends, and offers detailed individual case studies that illustrate each model. His analysis highlights the strategic paths available to firms that want to maximize the returns offered by captive centers. Oshri outlines six models for captive centers that range from the basic wholly owned branch office to hybrids and joint ventures and identifies evolutionary paths along which the basic model develops. He analyzes firms' strategies during initial set-up, then tracks the changes as strategies evolve to meet different business needs. The case studies, all based on the Fortune Global 250, include the development of a basic captive unit into a complex hybrid structure; the evolution of a captive center into a shared service center offering services to other international firms; the divestment of a captive center to a private equity firm; and the migration of a captive center to a location where costs were lower.

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Holdings
Item type	Current library	Home library	Collection	Shelving location	Call number	Copy number	Status	Date due	Barcode
Libro	Biblioteca Juan Bosch	Biblioteca Juan Bosch	Ciencias Sociales	Ciencias Sociales (3er. Piso)	HD 2365 O82o 2011 (Browse shelf(Opens below))	1	Available		00000121037

Includes bibliographical references (p. [235]-254) and index.

The emergence of captive centers : why captive centers, and why now? --
Captive center and other sourcing models --
Country attractiveness for sourcing --
Trends in captive centers of fortune global firms --
From basic to hybrid : the case of GlobalSoftware --
From basic to shared : the case of ITConsulting --
Divesting the captive center : the case of GlobalAirline --
Divesting the captive center : the case of AmeriBank --
Divesting the captive center : the case of ConsumerGoods --
Migrating the captive center : the case of InfoTech --
The way forward : captive center capabilities and strategies.

From the publisher. In today's globalized economy, firms often consider offshoring when confronted by rising costs and fierce competition. One mode of offshoring has continued to grow despite the current global economic turmoil: the captive center. Captive centers are offshore subsidiaries or branch offices that provide the parent company with services, usually in the form of back-office activities. Oshri examines the evolution of the captive center. He identifies basic captive center models, examines the captive center strategies pursued by Fortune Global 250 firms, describes current captive center trends, and offers detailed individual case studies that illustrate each model. His analysis highlights the strategic paths available to firms that want to maximize the returns offered by captive centers. Oshri outlines six models for captive centers that range from the basic wholly owned branch office to hybrids and joint ventures and identifies evolutionary paths along which the basic model develops. He analyzes firms' strategies during initial set-up, then tracks the changes as strategies evolve to meet different business needs. The case studies, all based on the Fortune Global 250, include the development of a basic captive unit into a complex hybrid structure; the evolution of a captive center into a shared service center offering services to other international firms; the divestment of a captive center to a private equity firm; and the migration of a captive center to a location where costs were lower.

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