<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Marques, M. C. C.</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">HOW OUTSOURCING CAN CONTRIBUTE TO THE EFFICIENCY AND EFFECTIVENESS IN THE PUBLIC SECTOR: SOME INDICATORS ABOUT PORTUGAL</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">exploratory research</style></keyword><keyword><style  face="normal" font="default" size="100%">new public management</style></keyword><keyword><style  face="normal" font="default" size="100%">outsourcing</style></keyword><keyword><style  face="normal" font="default" size="100%">public sector</style></keyword><keyword><style  face="normal" font="default" size="100%">qualitative research</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2016/450-1482086114.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">11</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Outsourcing is a practice used by different companies to reduce costs by transferring working with outside suppliers rather than performing them internally. Cutting costs are presented as a key benefit in hiring an outsourcing service. Besides to the overall increase efficiency by more rational and efficient allocation of resources, the management of the contract with the external provider allows organizations to adopt more stringent cost control mechanisms, as all components of the relationship with the provider are formalized and systematically evaluated. It also allows the organization to transfer fixed costs to variable costs, reducing the costs related to the acquisition, management, maintenance and updating of equipment, supplies and infrastructure, as well as reduce costs with the management and supervision of teams assigned to non-core activities.
The study presented here is an early stage of research to be developed on outsourcing in Portugal and its position in relation to public authorities in other countries. It aims to propose a theoretical model to explain the use of outsourcing in the public sector, as well as a set of variables that may improve understanding of the key determinants of the success of this research.
</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">93-106</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Gregory  Olevsky</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DELEGATION OF COMPETENCES IN THE RELATIONS SYSTEM OF THE ENTERPRISES MANAGEMENT</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">delegation</style></keyword><keyword><style  face="normal" font="default" size="100%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">outsourcing</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">July/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391965792.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">4</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">New quality of the modern market is shown in expansion of scales of cooperation of corporations and the small enterprises. Deciding condition of the successful formation of the competitive advantages is the level of the competence of the personnel of the enterprise. Competence becomes critical for the enterprise in case its management achieves organic composure of techno–technological, financial–marketing and organizational–managerial resources during the process of realization of business idea. The concentration of resources of the enterprise on directions of the core сompetencies makes necessary to search for rational ways of realization non–сore сompetencies. The small enterprises are capable to represent themselves as performers non–сore сompetencies of the enterprises–customers first of all in those cases they have unique resources for realization of technological component of their own сore competence. The modern microenterprises successfully cooperating with the big size enterprises of the including corporations, do it, as a rule, in the form of outsourcing. Outsourcing can be considered not only as one of the forms of cooperation, but also as the means of strengthening the market positions of the enterprise. Thus it is necessary to recognize that the effect from the use of outsourcing is reached by the company–the customer as a result of reorganization of its organizational structure and qualitative changes in work of management.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">86-92</style></section></record></records></xml>