02878cam a22002534a 4500003000800000005001700008007000300025008004100028020003100069040001800100041000800118050002400126082001700150100001700167245007500184260004300259300003400302504006600336505060900402520153501011650002602546650002902572650002302601BJBSDDR20230411090104.0ta100907s2011 maua b 001 0 eng  a9780262015608 (alk. paper) aDLCcDLCbspa aspa00aHD 2365 bO82o 201100a658.40582221 aOshri, Ilan.10aOffshoring strategies :bevolving captive center models /cIlan Oshri. aCambridge, Mass. :bMIT Press,cc2011. axiv, 261 p. :bill. ;c21 cm. aIncludes bibliographical references (p. [235]-254) and index. 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. 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. 0aOffshore outsourcing. 0aSubsidiary corporations. 0aSubcontratación