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and Latour, B (1981) Unscrewing the big Leviathan or how do actors macrostructure reality and how do sociologists help them to do so, in K Knorr-Cetina and A Cicourel (eds), Advances in Social Theory and Methodology: Toward an Integration of Micro and Macro Sociologies,London:Routledge & Kegan Paul, pp 277 303 Cantiere Scuola (1995) The Curriculum of the Course for Construction Site Managers, Cantiere Scuola 1(VI) Carroll, J (1998) Organizational learning activities in high-hazard industries: the logics underlying self-analysis, Journal of Management Studies, 35/6: 699 717 Castells, M (1996) The Rise of the Network Society, Cambridge, MA: Blackwell Cavalli, A (1997) Ged chtnis und Identit t Wie das Ged chtnis nach katastrophalen Ereignissen rekonstruirert wird, in KE Muller and J R sen (eds), Historishe Sinnbilding Problemstelellungen, Zeitkonzepte, Wahrnehmugshorizonte, Darstellungsstrategien, Hamburg: Rowollt, pp 455 70 Chaiklin, S and Lave, J.

2. Define the generic acceptor interface. The acceptor component implements the generic strategy for establishing connections passively and creating and initializing the concrete service handlers that exchange data with peer service handlers over these connections. An acceptor also defines an initialization method that an application can call to advertise its passive-mode transport endpoint address to other applications on the network. A generic acceptor is customized by the components in the application layer, as described in implementation activity 3 (311) to establish connections passively on behalf of a particular service handler using a designated IPC mechanism. To support this customization an acceptor implementation can use two general strategies, polymorphism or parameterized types: Polymorphism. In this strategy, illustrated in the Structure section, concrete acceptors are specified by subclassing from a generic acceptor. The acceptor method, which we call accept(), responsible for accepting connection requests from remote clients is a template method [GoF95]. It performs the generic processing that constitutes the acceptor's passive connection establishment and service initialization logic. The behavior of the individual steps in this process are delegated to hook methods [Pree95] that are also declared in the acceptor's interface. These hook methods can be overridden by concrete acceptors to perform application-specific strategies, for example to use a particular concrete IPC mechanism to establish connections passively. The concrete service handler created by a concrete acceptor can be manufactured via a factory

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practices abroad that are proscribed at home. Most BPO vendor companies were founded after the 1977 Act was passed and are generally managed by individuals who are sensitive to the need to conform to its strictures. Market-based governance mechanisms also compel vendors to conform to U.S. standards. Still, the potential for abuses is present, and the frequency of abuse may increase in the Wild West atmosphere that is shaping up overseas as increasingly more vendors seek to strike it rich in BPO gold. Another risk concerns the potential for vendors to overstate their competencies and to exaggerate the business and technical certifications they possess and the clients they serve. This risk can be mitigated through comprehensive due diligence that insists on objective proof of certifications and permission to talk to representatives from the vendor s client list. Vendors that refuse to share certification evidence or balk at client referrals should be treated with caution. Vendor organizational risk also includes its HR practices. Many manufacturers that chose to outsource to foreign companies turned a blind eye to labor practices long banned in the United States. Child labor, excessively long hours, and outright sexual and other forms of harassment or discrimination are not uncommon in some foreign labor markets. Firms choosing to outsource business processes should consider the labor practices of the vendor and determine whether the risk of participating in domestically reviled practices abroad can damage domestic reputation and goodwill.

(1993) Understanding Practice: Perspectives on Activity and Context, Cambridge: Cambridge University Press Child, J and Markoczy, L (1993) Host-country managerial behaviour and learning in Chinese and Hungarian joint ventures, Journal of Management Studies, 30(4): 611 30 and Rodrigues, S (2003) Social identity and organizational learning, in M Easterby-Smith and M Lyles (eds), The Blackwell Handbook of Organizational Learning and Knowledge Management, Oxford: Blackwell, pp 535 56 Cicourel, A (1994) La connaissance distribu e dans le diagnostic m dical, Sociologie du Travail, 4: 427 49 Clegg, SR (1975) Power, Rule and Domination, London: Routledge & Kegan Paul (1979) The Theory of Power and Organization, London: Routledge & Kegan Paul and Hardy, C (1996) Organizations, organization and organizing, in SR Clegg, C Hardy and WR Nord (eds), Handbook of Organization Studies, London: Sage, pp 1 28 Cohen, IJ (1987) Structuration theory and social praxis, in A.

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