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Transforming a Human Resource Function Through Shared Services and Joint-venture Outsourcing
Leslie WillcocksDavid FeenyMary C. Lacity
其他書名
The BAE Systems-Xchanging Enterprise Partnership 2001-2012
出版Palgrave MacMillan UK, 2013
ISBN15264759019781526475909
URLhttp://books.google.com.hk/books?id=jwmbwwEACAAJ&hl=&source=gbs_api
註釋The call for new types of collaboration in outsourcing saw the development of the enterprise partnership model by Xchanging in 2001. The case looks at the history of one such partnership with BAE Systems. History shows why the model was attractive to BAE Systems against several other models. In Part 1 of the case, we look at and ask students to assess the in-house, fee-for-service outsourcing and management consultancy options for transforming HR through shared services. In Part 2, the case details the distinctive features of a joint-venture model that was eventually adopted and of the supplier competencies needed. We follow the relationship through the phases of preparation, realignment, streamlining, and continuous improvement, initially up to 2003. Students are asked to assess the model, progress, and what the future holds. In the third part of the case, we follow subsequent developments, including the change in the nature of outsourcing with BAE Systems from March 2007, the launch of Xchanging on the stock market in April 2007, its continued expansion, and its troubled history from 2010 to 2012. The case gives insight into the conduct of a distinctly different form of outsourcing, into how the client and the supplier deal with outsourcing over a number of years, and how a supplier navigates through a highly dynamic 21st century global environment while trying to expand its market services and revenue growth.