| Outsourcing was a new strategic tool in the backdrop of "return to principal business,strengthen core business" in the1990's of the20th century in western firms. Human resourcemanagement outsourcing as a kind of outsourcing had also been a rapid development. Effectivehuman resource management services and programs can help firms to gain competitive advantages,however, scientific-oriented SMEs often lack the internal resources required to provide theseservices and projects. Therefore, more and more scientific-oriented SMEs took some of humanresource management functions to outsource to professional human resource managementoutsourcing service providers. Meanwhile, with the come of global new economy times andincreasingly fierce market competition, firms gradually formed a complex value network. Groupcompetition became important means to gain competitive advantages for firms; value network isbecoming effective business model of gaining competitive advantages for firms in the dynamiccompetitive environment. While scientific-oriented SMEs must make full use of specializedhuman resources management services, concern and raise important core management capabilitieswhich gained in value network to form and consolidate competitive advantages in the industry insuch a network model.In outsourcing process, due to interests confliction and information asymmetry problems,there are adverse selection risks, moral hazard risks and safety risks from provider selection phase,outsourcing implementation phase to termination phase. At the same time, internal firms also existmanagement risks caused by outsourcing. It is not an effective solution to information asymmetryproblems and risks if only thinking about how to construct risk management system from theangle of benefits safeguarding of firms, furthermore it also increase risk management costs.therefore, this article researched on outsourcing risk management, namely from firms' angle,simultaneously considered value demands and cost elements of staffs and providers in valuenetwork, proposed a multi-benefited and cooperated strategy, thereby constructed outsourcing riskmanagement system.This article took scientific-oriented SMEs human resources management outsourcing as thebackground, on the basis of analysis of SMEs human resource management outsourcing status andimpacts, summarized domestic and foreign related research present situations and main researchcontents and methods. Specific research and innovations are as follows:First, scientific-oriented SMEs human resource management outsourcing value networkanalysis. In view of the characteristics of scientific-oriented SMEs, analyzed motives, conditions,strategies as well as environment systems which scientific-oriented SMEs construct humanresources management outsourcing value network, proposed scientific-oriented SMEs human resources management outsourcing value network chart and value network model.Second, scientific-oriented SMEs human resource management outsourcing value networkrisk identification study. From the stakeholder perspective and combination of the process ofhuman resource management outsourcing to identify scientific-oriented SMEs human resourcemanagement outsourcing value network risk. By outsourcing value network risk source analysis,risk factor analysis, risk accident analysis and risk loss analysis, proposed outsourcing valuenetwork risk identification concept model, then analyzed main risks which firms, outsourcingservice providers, firms employees facing in all stages of outsourcing and proposed the integratedmodel of outsourcing value network risk identification four elements model.Third, scientific-oriented SMEs human resource management outsourcing value network riskassessment study. Using risk matrix method appraised human resources management outsourcingvalue network risk and to sort the risk level by calculating the borda order of the risk, lastly, withanalytic hierarchy process conducted the deepened research to the size of all the risk factors,calculated the project overall risk, provided a feasible assessment program for scientific-orientedSMEs human resource management outsourcing practice. At the same time, use risk matrixsoftware and AHP software to calculate, greatly simplified operation and computationcomplexity.Fourth, scientific-oriented SMEs human resource management outsourcing value networkrisk management study. Proposed scientific-oriented SMEs human resource managementoutsourcing value network risk management concept model, divided outsourcing value networkrisk management into two areas and four levels. On this basis, according to the borda order resultssupervised and managed enterprises value network risk, outsourcing service providers networkrisk, staff network risk and value network environment risk, provided a theoretical andmethodological guidance for scientific-oriented SMEs human resource management outsourcingvalue network risk management.Fifth, scientific-oriented SMEs human resource management outsourcing value network riskmanagement case analysis. From the perspective of outsourcing service providers andscientific-oriented SMEs conduct outsourcing risk management case studies, in view of CDPGroup Chinese company and scientific-oriented SME customer—Ferro conducted the research,and finally carried study on CDP—Ferro outsourcing value network risk management, summed uphuman resource management outsourcing results of Ferro, carried on practice examination andobjective evaluation of scientific-oriented SMEs human resource management outsourcing valuenetwork risk management based on value network.
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