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  • How Do Informal Processes Facilitate The Partnership in Outsourcing Context?

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    TuanBui
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    This document analyzes how informal processes facilitate partnerships in outsourcing contexts. It discusses three key informal roles: the informal network, which strengthens partnerships; the expatriate liaison role as a bridge between cultures; and the peacekeeping role to resolve conflicts of interest. It also describes a case study of a startup company, Futurify, which partnered with a major client for outsourcing. In the early partnership, Futurify relied heavily on informal processes like networking and the interpreter role of expatriates. However, as the partnership grew, it struggled with the transition to more formal processes. The document concludes by noting limitations of the subjective case study method and opportunities for future research on informal approaches in larger companies and across

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    This document analyzes how informal processes facilitate partnerships in outsourcing contexts. It discusses three key informal roles: the informal network, which strengthens partnerships; the expatriate liaison role as a bridge between cultures; and the peacekeeping role to resolve conflicts of interest. It also describes a case study of a startup company, Futurify, which partnered with a major client for outsourcing. In the early partnership, Futurify relied heavily on informal processes like networking and the interpreter role of expatriates. However, as the partnership grew, it struggled with the transition to more formal processes. The document concludes by noting limitations of the subjective case study method and opportunities for future research on informal approaches in larger companies and across

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    © All Rights Reserved
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    2 views7 pages

    How Do Informal Processes Facilitate The Partnership in Outsourcing Context?

    Uploaded by

    TuanBui
    This document analyzes how informal processes facilitate partnerships in outsourcing contexts. It discusses three key informal roles: the informal network, which strengthens partnerships; the expatriate liaison role as a bridge between cultures; and the peacekeeping role to resolve conflicts of interest. It also describes a case study of a startup company, Futurify, which partnered with a major client for outsourcing. In the early partnership, Futurify relied heavily on informal processes like networking and the interpreter role of expatriates. However, as the partnership grew, it struggled with the transition to more formal processes. The document concludes by noting limitations of the subjective case study method and opportunities for future research on informal approaches in larger companies and across

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    of 7

    How do informal processes

    facilitate the partnership in


    outsourcing context?

    Group 1:

    Tuan Bui
    Anastasia Kondratyeva
    Anh Nguyen

    Theme of Research
    Informal Network
    (Hanson, 1993)

    Language
    (Yuan, 2013)

    Informal
    Liaison Role

    Startup Company

    Major Client

    Startup Company

    Major Client

    Peacekeeping

    Conflict of
    interest

    Probing

    Scope

    Streamlining

    Work routines

    (Galbraith, 1973)

    Client X
    Futurify

    2010 Outsourcing
    proposition

    Jul 2012 Futurify was


    established

    Aug 2014 Quality crisis

    KEY EVENTS
    2011 Pilot projects,
    freelancing

    2012 to 2014 Develop


    partnership

    Case Analysis and Findings


    Informal
    Network

    Language

    Liaison role

    Informal networks
    as a to strengthen
    partnership

    Expatriate role as
    bridge between
    cultures

    Peacekeeping role to
    Resolve conflict of
    Interest

    Simplify the transition


    process

    Support the
    requirement
    understanding

    Probing role to avoid


    Scope issue

    Difficulty switching
    from informal to more
    formal process

    High dependence on
    the Interpreter

    Streamlining role to
    facilitate the work
    routine

    Limitation & Future research


    Limitation
    - Subjective research method
    - Lack of observation and time limited
    Opportunities for Future Research
    - Study Informal Approach in Large-scale
    company
    - Evaluate the effect of Cross-culture on
    Informal Approach

    References
    Chien Wen Yuan, Leslie D. Setlock, Dan Cosley, and Susan R.
    Fussell. 2013. Understanding informal communication in multilingual
    contexts. In Proceedings of the 2013 conference on Computer
    supported cooperative work (CSCW '13). ACM, New York, NY, USA,
    909-922.
    Galbraith, J. 1973, Designing Complex Organizations, AddisonWesley, Boston, MA
    Krackhardt, D., & Hanson, J. (2006). Informal networks: The
    company behind the chart. In J. Henry (Ed.), The Open University
    Business School: Creative management and development. (3rd ed.,
    pp. 191-197). London: SAGE Publications Ltd.

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