000			03108cam a22003134a 4500
999			_c112264 _d112264
003			BJBSDDR
005			20230411090104.0
007			ta
008			100907s2011 maua b 001 0 eng
020			_a9780262015608 (alk. paper)
040			_aDLC _cDLC _bspa
041			_aspa
050	0	0	_aHD 2365 _bO82o 2011
082	0	0	_a658.4058 _222
100	1		_aOshri, Ilan.
245	1	0	_aOffshoring strategies : _bevolving captive center models / _cIlan Oshri.
260			_aCambridge, Mass. : _bMIT Press, _cc2011.
300			_axiv, 261 p. : _bill. ; _c21 cm.
504			_aIncludes bibliographical references (p. [235]-254) and index.
505			_aThe 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.
520			_a 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.
650		0	_aOffshore outsourcing.
650		0	_aSubsidiary corporations.
650		0	_aSubcontratación _91927
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2lcc _cBK
946			_iLYD