LEADER 04132nam 2200625 a 450 001 9910462235903321 005 20200520144314.0 010 $a1-283-55005-9 010 $a9786613862501 010 $a0-262-29594-6 024 8 $a9786613862501 035 $a(CKB)2670000000234173 035 $a(EBL)3339481 035 $a(SSID)ssj0000701659 035 $a(PQKBManifestationID)12286738 035 $a(PQKBTitleCode)TC0000701659 035 $a(PQKBWorkID)10675070 035 $a(PQKB)10557725 035 $a(MiAaPQ)EBC3339481 035 $a(OCoLC)806957264$z(OCoLC)806521125$z(OCoLC)961676498$z(OCoLC)962596431$z(OCoLC)966146829$z(OCoLC)988476759$z(OCoLC)991920133$z(OCoLC)1037936075$z(OCoLC)1038667249$z(OCoLC)1038676164$z(OCoLC)1045361959$z(OCoLC)1055380934$z(OCoLC)1058172040$z(OCoLC)1058486688$z(OCoLC)1064125064$z(OCoLC)1081235787 035 $a(OCoLC-P)806957264 035 $a(MaCbMITP)9036 035 $a(Au-PeEL)EBL3339481 035 $a(CaPaEBR)ebr10590968 035 $a(CaONFJC)MIL386250 035 $a(OCoLC)806957264 035 $a(EXLCZ)992670000000234173 100 $a20100907d2011 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aOffshoring strategies$b[electronic resource] $eevolving captive center models /$fIlan Oshri 210 $aCambridge, Mass. $cMIT Press$dc2011 215 $a1 online resource (279 p.) 300 $aDescription based upon print version of record. 311 $a0-262-01560-9 320 $aIncludes bibliographical references (p. [235]-254) and index. 327 $aCover; Foreword; Acknowledgments; List of Contributors; Synopsis; 1 The Emergence of Captive Centers; I The Fundamentals of Captive Centers; 2 Captive Center and Other SourcingModels; 3 Country Attractiveness for Sourcing; 4 Trends in Captive Centers of FortuneGlobal Firms; II Captive Centers in Practice; 5 From Basic to Hybrid; 6 From Basic to Shared; 7 Divesting the Captive Center; 8 Divesting the Captive Center; 9 Divesting the Captive Center; 10 Migrating the Captive Center; 11 The Way Forward; Notes; References; Index 330 $aFrom 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. 606 $aOffshore outsourcing 606 $aSubsidiary corporations 608 $aElectronic books. 615 0$aOffshore outsourcing. 615 0$aSubsidiary corporations. 676 $a658.4/058 700 $aOshri$b Ilan$01039849 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910462235903321 996 $aOffshoring strategies$92462293 997 $aUNINA