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This research aims to study transactional cost and organizational change management in a pharmaceutical company that had gone through the SSC implementation process through different regions, including Latin America. Eli Lilly SSC in Latin America is located in Mexico and was aimed to centralize standard routines and administrative transactions related to finance and accounting back office services for the entire region. In implementing changes of this magnitude, it is necessary to be prepared to encounter the transaction costs related to this strategic decision and for the internal resistance applied in organizational change process. In this sense, this research aims to study what are the main challenges and transaction costs involving a process of re-structuring the organization to the SSC business model, especially in Latin America. Taking as a base the change resistance elements mentioned by Burns and Scapens (2000) and transaction costs theory basis by Williamson (1981). The SSC, a relatively recent business model and a trend between multinational organizations, was implemented in Lilly across 4 different regions to support over 70 countries in all continents. Latin America the last region to be implemented had a proposed migration schedule within less than one year. The findings show that the main resistance to the existing process is related to lack of competence/information and attachment to control and existing routines. In addition, the transaction costs are closely related to the dimensions of asset specificity and uncertainty. We must consider that the lack of a formal change management strategy, within the LATAM region, was a risky move and had impacted the implementation process and stabilization period results. The chronogram had also to be changed due to unexpected details in the region. Latin America was more complex than expected due to the differences in regulations and culture between countries, also expressed a non-verbal resistance that was probably expressed through the lack of commitment of some personnel. The results of this research raise inputs to the next researchers and bring elements to be considered by organizations when implementing the SSC business model. It is useful to direct actions and strategies to control de change impact and possible transaction costs. Additionally, through the research we filled the purpose to build an overview on shared services model and discuss the main points that should be considered when taking into consideration to re-structure the business with this model, characterized as a centralization of services that are provided from one single point to multiple business units in order to avoid activities duplication, optimizing resources through the integration of technology, people and standardized processes (Deliotte, 2007).
Outsourcing as a remedy to current challenges and profitability issues within the banking sector
(2017)
In addition to current market fluctuations, the Banking Sector continues to face emerging challenges such as low profitability, increasing cybercrime, more regulations to comply with, high-rocketing cost and a huge reliance on information technology. In tackling these challenges, several banks have come to realize that,this can no longer be a one man’s fight. Outsourcing a few functions such as Customer Management, Information Technology, Human Resources Management, Application Management, Payroll Operations, Marketing Activities, Research and Data Processing could help individual banks mitigate risks and solve current demanding problems resulting from complications and challenges within the entire banking sector.
This piece of work will examine the current situation and challenges within the Banking Sector. And with the help of a case study within the German Banking Sector, demonstrates how Outsourcing could serve as a solution to problems resulting from these challenges and complications. Such problems may include: increasing costs, low net-revenues/profitability and shareholder dissatisfaction.