gender differential paper IJCRB

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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
JUNE 2011
VOL 3, NO 2
The figure 5 presents Number of staff employed in surveyed firms ‘ranges from 10- 500, it
divided into 3 categories: 1) 1-50 employees 2) 50-100 and 3) 100-500. The results show
that there are 10 Malaysia companies fall into group 1, 2 fall into group 2 and 2 into group
2. It is also very different from the results of Chinese firms, where there are 8 firms fall into
group 2, 6 fall into group 3 and only 2 into group 1. This figure indicates that firms who are
participated in the survey are quite diversified.
Conclusion
This research has attempted to study and compare the current status china and Malaysia
BPO leading service providers. Several important characteristics have emerged as research
goes on.
Firstly, there are two main sources of BPO providers: new (small companies that
specialized in specific BPO projects) and transitional firms (big companies), the new firms
are often creative and very much depended on its advanced information system (ICT) while
transitional firms are quite traditional operated very much reply on its experience and
strategic alliance strategy. With china’s entry into WTO, Chinese BPO providers are forced
to improve its effectiveness of communication with clients outside and timely co-ordination
due to the greater completion and higher customer requirements. Less advanced
infrastructure also restricted its expansion of service variety. More customized service
needed to synergized with MNCs for providing value-added services. Meanwhile, the
government’s role to make China a best destination for offshore BPO business becomes
ever critical, many researches have been done in this field found out the country business
environment and its related factors is the major concern for MNCs making offshore
outsourcing. Therefore, the overall macro-level environment evaluation is the most
important aspect for any offshore outsourcing.
This study examined the important elements based on practical model “Country selection
model” (Terdiman and Berg, 2001). Three components; infrastructure, resources and
culture are three aspects have been evaluated from the perspective of offshore service
providers both from China and Malaysia. The main conclusion can be drawn from the
findings, based on the combination of questionnaire survey and interview is, Malaysia is a
rising star in global BPO industry. Its strong government support in ICT and the active
promotion government agency MSC very much contributed to the success. Stable political
status and rational economic business environment made Malaysia a new leader in BPO
industry. Despite its only 22 million people and some drawback such as piracy and cultural
issues, it will certainly challenge India and China domination of global BPO market due to
its strong global exposure workforce that can possess strong English and regional language
skills. Well-developed infrastructure, low wage inflation, a stable government, attractive
business environment, strong government support, and a workforce with good language
skills (Kelly, 2005) are all favorable factors that pull MNCs consideration to outsource. An
interesting answer from the manager at the Multimedia Development Corporation (MDC)
Flagship Strategy and Planning Unit, Rob Cayzer: Question: With rapid and constant
growth of China and India in BPO market, how does Malaysia position herself in that
context? Answer: “Malaysia will serve them”
It may sound surprise, but the fact is that many reputable India outsourcing provider such
as Infoys ,Wipos already planning to open new branches in Malaysia due to the rise of
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