Outsourcing Non-Core Business Processes

2011 ◽  
pp. 499-515 ◽  
Author(s):  
Adriana Romaniello ◽  
B. Dawn Medlin
Keyword(s):  
Knowledge Management ◽  
Conceptual Model ◽  
Significant Role ◽  
Exploratory Study ◽  
Business Processes ◽  
Resource Theory ◽  
Management Process ◽  
The North ◽  
Management Literature ◽  
Performance Effects

This study examines corporate performance effects when banks outsource noncore business processes. Additionally, the article proposes that knowledge management process plays a significant role in determining the outcomes of outsourcing. Drawing from resource theory and knowledge management literature, the authors develop the concept of managerial outsourcing competence and then propose a conceptual model. Also presented is an exploratory study of members of the North Carolina Bankers Association to assist in identifying the business processes they are currently outsourcing and their principal reasons for outsourcing.

Outsouring Non-Core Business Processes

2010 ◽  
pp. 1790-1806
Author(s):  
Adriana Romaniello ◽  
B. Dawn Medlin
Keyword(s):  
Knowledge Management ◽  
Conceptual Model ◽  
Significant Role ◽  
Exploratory Study ◽  
Business Processes ◽  
Resource Theory ◽  
Management Process ◽  
The North ◽  
Management Literature ◽  
Performance Effects

This study examines corporate performance effects when banks outsource noncore business processes. Additionally, the article proposes that knowledge management process plays a significant role in determining the outcomes of outsourcing. Drawing from resource theory and knowledge management literature, the authors develop the concept of managerial outsourcing competence and then propose a conceptual model. Also presented is an exploratory study of members of the North Carolina Bankers Association to assist in identifying the business processes they are currently outsourcing and their principal reasons for outsourcing.

scholarly journals An Exploratory Study on Knowledge Management Process Barriers in the Oil Industry

Energies ◽  
2018 ◽  
Vol 11 (8) ◽  
pp. 1977 ◽  
Author(s):  
Sebastian Ceptureanu ◽  
Eduard Ceptureanu ◽  
Marieta Olaru ◽  
Doina Popescu
Keyword(s):  
Factor Analysis ◽  
Knowledge Management ◽  
Conceptual Model ◽  
Exploratory Study ◽  
Oil Industry ◽  
Successful Implementation ◽  
Management Process ◽  
Top Executives ◽  
Knowledge Processes ◽  
Practical Implications

This paper identify and discuss barriers affecting knowledge management (KM) processes in the oil industry. Based on reviewing the literature on this topic, we used a conceptual model comprising the most important barriers, grouped in three categories–organizational, knowledge and people related–influencing four critical KM processes–creation, storage, share and application. Using factor analysis, we identified which barriers influence the most each of the KM process and what are the practical implications for companies operating in the oil industry. This study provides useful insights regarding knowledge processes barriers, enabling top executives to better cope with factors hindering successful implementation of KM initiatives.

Business Process Onshore Outsourcing within the Community Banking System

2010 ◽  
pp. 1321-1333
Author(s):  
B. Dawn Medlin ◽  
Adriana Romaniello
Keyword(s):  
North Carolina ◽  
Knowledge Management ◽  
Business Process ◽  
Business Processes ◽  
Banking System ◽  
Cost Savings ◽  
Skill Sets ◽  
The North ◽  
Management Concepts ◽  
Community Banking

Business processes refer to the activities that are performed within an organization that are used in order to produce value for the organization and its customers. Through the use of onshore outsourcing, banks as do other industries expect several benefits such as cost savings and reduction in overhead. Using knowledge management concepts, banks can better understand their firm’s performance as well as their own needs. This knowledge may also lead to the increase of employees’ skill sets. This study surveyed members of the North Carolina Bankers Association in order to determine what if any of their business processes they selected to outsource.

An exploratory study of groupware use in the knowledge management process

2005 ◽  
Vol 18 (1) ◽  
pp. 28-46 ◽  
Author(s):  
Ganesh Bhatt ◽  
Jatinder N.D. Gupta ◽  
Fred Kitchens
Keyword(s):  
Knowledge Management ◽  
Exploratory Study ◽  
Management Process

Integration of Competing Values and Knowledge Organisational Activities in a New Model

2017 ◽  
pp. 367-380
Author(s):  
Amir Hossein Dastaviz
Keyword(s):  
Knowledge Management ◽  
Conceptual Model ◽  
Organisational Structure ◽  
Competing Values ◽  
Environmental Interaction ◽  
New Model ◽  
Knowledge Based ◽  
Knowledge Chain ◽  
Management Literature ◽  
Value Model

In recent years, various models have been introduced in knowledge management; however, it seems that making a combination of these models can improve the performance of the models in knowledge based organisations. In this paper, two models are considered. The first one is competing values and the second one is organisational activities of knowledge management. Competing values is consisted of two exes: control and environmental interaction. The extent of control differs from high to low and the environmental interaction in the organisation varies from internal to external tendencies. These two axes form different values in the competing value model. Each organization, based on its dominated values, can trigger the organisational activities of knowledge management. This paper proposes a conceptual model that applies dominant ?competing values status and facilitates organisational activities of knowledge by integrating organisational activities of knowledge chain and competing value models. This model will enrich the knowledge management literature, especially on knowledge organisational activities, while being the basis for other researchers and authors to develop the process of organisational activities regarding organisational structure and environmental interaction.

Business Process Onshore Outsourcing within the Community Banking System

2010 ◽  
pp. 80-92
Author(s):  
B. Dawn Medlin ◽  
Adriana Romaniello
Keyword(s):  
North Carolina ◽  
Knowledge Management ◽  
Business Process ◽  
Business Processes ◽  
Banking System ◽  
Cost Savings ◽  
Skill Sets ◽  
The North ◽  
Management Concepts ◽  
Community Banking

Business processes refer to the activities that are performed within an organization that are used in order to produce value for the organization and its customers. Through the use of onshore outsourcing, banks as do other industries expect several benefits such as cost savings and reduction in overhead. Using knowledge management concepts, banks can better understand their firm’s performance as well as their own needs. This knowledge may also lead to the increase of employees’ skill sets. This study surveyed members of the North Carolina Bankers Association in order to determine what if any of their business processes they selected to outsource.

Integration of Competing Values and Knowledge Organisational Activities in a New Model

2016 ◽  
Vol 6 (4) ◽  
pp. 50-61 ◽  
Author(s):  
Amir Hossein Dastaviz
Keyword(s):  
Knowledge Management ◽  
Conceptual Model ◽  
Organisational Structure ◽  
Competing Values ◽  
Environmental Interaction ◽  
New Model ◽  
Knowledge Based ◽  
Knowledge Chain ◽  
Management Literature ◽  
Value Model

In recent years, various models have been introduced in knowledge management; however, it seems that making a combination of these models can improve the performance of the models in knowledge based organisations. In this paper, two models are considered. The first one is competing values and the second one is organisational activities of knowledge management. Competing values is consisted of two exes: control and environmental interaction. The extent of control differs from high to low and the environmental interaction in the organisation varies from internal to external tendencies. These two axes form different values in the competing value model. Each organization, based on its dominated values, can trigger the organisational activities of knowledge management. This paper proposes a conceptual model that applies dominant ?competing values status and facilitates organisational activities of knowledge by integrating organisational activities of knowledge chain and competing value models. This model will enrich the knowledge management literature, especially on knowledge organisational activities, while being the basis for other researchers and authors to develop the process of organisational activities regarding organisational structure and environmental interaction.

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