The Impact of Outsourcing Strategies on Organizational Performance during Crises in the Telecommunication Sector | ||||
| مجلة السادات للبØوث الادارية Ùˆ المالية | ||||
| Volume 2, Issue 2, July 2024 PDF (882.23 K) | ||||
| Document Type: المقالة الأصلية | ||||
| DOI: 10.21608/sjsaf.2024.322945.1055 | ||||
 View on SCiNiTO | ||||
| Author | ||||
منة الله Ù…Øمد عبدالوهاب عبدالوهاب 
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| إدارة أعمال دولية، أكاديمية السادات، القاهرة | ||||
| Abstract | ||||
| This research aims to identify the relationship between outsourcing strategies and organizational performance during crises in the telecommunication sector. The independent variable is outsourcing strategies: business process outsourcing (BPO) , knowledge process outsourcing (KPO), and information technology outsourcing (ITO) strategies. The dependent variable is organizational performance indicators, (financial indicators as cost-efficiency and profitability while the operational indicators are productivity, performance quality, and social responsibility). The moderating variable is crisis, indicators (crisis lifecycle, crisis management, and crisis communication). The online questionnaire consists of (82) statements and submitted by 136 managers at telecommunication companies as Vodafone Egypt, Orange Egypt, Etisalat Egypt, and Telecom Egypt. The researcher used the Likert model & data were uploaded through SPSS V.25 and AMOS 21. Cronbach's alpha coefficient tested the stability, Pearson correlation coefficient between dimensions and total questionnaire proved the validity of the study hypotheses, Simple and multiple regression studied the impact of independent variables on the dependent variable to prove the validity of hypotheses, and Path analysis studied the role of Moderating variable Crises. Findings showed a highly significant correlation between outsourcing strategies and organizational performance. There is a significant correlation between outsourcing strategies BPO, KPO,, and ITO strategies and organizational performance (Financial Indicators: Organizational Cost Efficiency, Organizational Profitability), (Operational Indicators: Productivity, Performance Quality, and Social Responsibility) where Pearson correlation values are significant at P-value < (0.01). The results emphasize that effective implementation of outsourcing strategies can result in significant gains in cost effectiveness, operational flexibility, and overall competitiveness, among other aspects of organizational performance. | ||||
| Keywords | ||||
| Outsourcing; Strategies; Organizational Performance; Crises | ||||
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