{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,12,9]],"date-time":"2025-12-09T11:30:44Z","timestamp":1765279844815,"version":"3.41.2"},"reference-count":24,"publisher":"Emerald","issue":"2","license":[{"start":{"date-parts":[[2014,4,1]],"date-time":"2014-04-01T00:00:00Z","timestamp":1396310400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2014,4,1]]},"abstract":"<jats:sec>\n               <jats:title content-type=\"abstract-heading\">Purpose<\/jats:title>\n               <jats:p> \u2013 Outsourcing-based performance practices establish goals for supplier performance and compensation. The management of contracts based on performance is complex as is the alignment of long-term relationship and indicators. The purpose of this research is to analyse the practices that contracting companies utilise to manage outsourcing contracts with performance-based compensation. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title>\n               <jats:p> \u2013 Multiple case studies were conducted with five contracting companies. Nine performance-based outsourcing contracts were analysed. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Findings<\/jats:title>\n               <jats:p> \u2013 The selection and evaluation processes have been neglected by the buyers associated with contracts that are over ten years old. The process of transferring activities relied on the knowledge of employees. Management practices based on indicators and the adoption of results-based compensation are commonplace in a number of contracts and are consistent with theory. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title>\n               <jats:p> \u2013 This paper identifies management practices that differ between what is expected from the theoretical framework and what is observed in the actual examined contracts. Opportunities for improvement have been identified mainly in the areas of supplier selection and activity transfer; the use of pilot tests and the reengineering of the outsourced processes are suggested.<\/jats:p>\n            <\/jats:sec>","DOI":"10.1108\/bpmj-01-2013-0007","type":"journal-article","created":{"date-parts":[[2014,3,6]],"date-time":"2014-03-06T11:28:54Z","timestamp":1394105334000},"page":"178-194","source":"Crossref","is-referenced-by-count":13,"title":["Analysis of management practices in performance-based outsourcing contracts"],"prefix":"10.1108","volume":"20","author":[{"given":"Bruna","family":"Omizzolo Lazzarotto","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Miriam","family":"Borchardt","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Giancarlo","family":"Pereira","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Caroline","family":"Almeida","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2021010121035852800_b1","doi-asserted-by":"crossref","unstructured":"Agarwal, R.\n                and \n                  Bajaj, N.\n                (2008), \u201cManaging outsourcing process: applying Six Sigma\u201d, Business Process Management Journal, Vol. 14 No. 6, pp. 829-837.","DOI":"10.1108\/14637150810916008"},{"key":"key2021010121035852800_b2","unstructured":"Braun, E.\n               , \n                  Pereira, G.\n               , \n            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