Framework for identifying appropriate alliance governance structure for a knowledge process outsourcing organisation in an as-a-service delivery scenario

Abstract

Traditional business process outsourcing (BPO) has been typically restricted to standardised process functions not perceived as core to the outsourcing organisations. However with knowledge process outsourcing (KPO), organisations are also exploring outsourcing of closer-to-core knowledge- intensive processes. Additionally, they are increasingly unwilling to the draw the line of separation between business process and relevant technology outsourcing and are expecting an integrated as-a-service approach. Thus KPO service providers are confronted with the dual challenge of building knowledge-intensive capabilities as well as integrating the relevant technologies hitherto not under their purview. This is leading many KPO organisations to look at building strategic partnerships with technology organisations. However, the success of the endeavour potentially rests on the organisation's alliance management capability as well as its ability of acquire, internalise and implement knowledge from partners (absorptive capacity). This paper attempts to develop a framework of possible alliance governance structures specifically aimed at KPO in an as‐a‐service scenario.