Os call centers (CC) têm mostrado constante evolução com o decorrer do tempo. Existe um uso intensivo de tecnologia nos CCs. No entanto, nem sempre para um lado positivo. O artigo é baseado em um survey feito com 103 empresas brasileiras que possuem ou provêm serviços de call center e procura verificar a contribuição da tecnologia sobre quatro distintas dimensões: redução de custos, relacionamento com clientes, canais de comunicação e monitoramento dos empregados. O referencial teórico utilizado é bastante eclético baseando-se em considerações estratégicas, informações das áreas técnicas de telecomunicações e tecnologia da informação, marketing em especial à área de relacionamento com clientes e, principalmente, de vários estudos nacionais e internacionais que vêm sendo desenvolvidos a respeito do atendimento e satisfação dos clientes. Os resultados mostram que o uso intenso de tecnologia não significa uma melhoria geral no desempenho de atendimento em todas as dimensões avaliadas e que escolhas precisam ser feitas por algumas dimensões em detrimento de outras.

Call centers (CCs) show an evolution over the course of time. There is an intensive use of technology in CCs, although not always a positive side. The article is based on a survey carried out among the 103 Brazilian companies that have come (falta algum complemento, não conseguimos entender a frase) and call center services and seeks to verify the contribution of technology in four distinct dimensions: cost reduction, customer relations, communication channels and monitoring of employees. The theoretical framework is eclectic based on strategic considerations, details of the technical areas of telecommunications and information technology, marketing. It focus particularly in the area of customer relations and especially of various national and international studies that have been developed regarding service and customer satisfaction. The results show that heavy use of technology does not mean a general improvement in performance in all dimensions assessed and some dimensions choices to be made over others.

This article's main objective is to examine some known management theories under the offshoring point of view. It detaches some factors in existing theories and how they can be at risk in an increasing offshoring of services processes. In the absence of more systematic studies about the effects of offshoring over value chain and core competencies imprecise borders and definitions, we try to interpret them in a holistic manner and stimulate discussions in a new area of study rather than to provide definitive general conclusions. The methodological aspects mainly concerning the offshoring bibliography are very impressive, especially since 2000. There seems to be a new trend appearing, like a wedge between strategy and international business theories, or that at least complements these theories. The analysis presented in this paper is offered as an aid to systematic investigation involving value chains, core competencies, innovations and the accelerated process of offshore outsourcing of services. Some preliminary evidence showed countries and companies in good conditions to improve their participation in the international market. The internationalization of these new firms from emerging countries and their learning process may need extension to existing theories, at least from the perspective of emerging and in the developing world.