Pub Date : 2010-02-23DOI: 10.1108/SO.2010.35703AAA.001
R. Marsh
{"title":"Measuring the impact of research","authors":"R. Marsh","doi":"10.1108/SO.2010.35703AAA.001","DOIUrl":"https://doi.org/10.1108/SO.2010.35703AAA.001","url":null,"abstract":"","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-02-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129199995","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-02-23DOI: 10.1108/17538291011023070
P. Hilletofth, O. Hilmola
Purpose – The purpose of this paper is to investigate the effects of logistics outsourcing in Northern Europe through survey research. Research work intends to shed more light on logistics outsourc ...
目的-本文的目的是通过调查研究调查物流外包在北欧的影响。研究工作旨在进一步阐明物流外包。
{"title":"Role of logistics outsourcing on supply chain strategy and management : Survey findings from Northern Europe","authors":"P. Hilletofth, O. Hilmola","doi":"10.1108/17538291011023070","DOIUrl":"https://doi.org/10.1108/17538291011023070","url":null,"abstract":"Purpose – The purpose of this paper is to investigate the effects of logistics outsourcing in Northern Europe through survey research. Research work intends to shed more light on logistics outsourc ...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-02-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124168685","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-02-23DOI: 10.1108/17538291011023052
V. Wickramasinghe, S. Kumara
Purpose – The purpose of this paper is to explore work‐related attitudes of information technology (IT) enabled business process outsourcing (ITES‐BPO) employees.Design/methodology/approach – There are 25 firms operating in Sri Lanka that fall into the category of ITES‐BPO; a random sample of 117 employees from these 25 firms responded to the survey.Findings – The findings suggest that tenure has a significant effect on task autonomy and marital status has a significant effect on working hours.Originality/value – A research exploring work‐related attitudes of ITES‐BPO employees towards their work and work environment, in a South Asian country that is considered as active and promising destination for such services, could provide practitioners with key information that could enable them to make informed managerial decisions.
{"title":"Work‐related attitudes of employees in the emerging ITES‐BPO sector of Sri Lanka","authors":"V. Wickramasinghe, S. Kumara","doi":"10.1108/17538291011023052","DOIUrl":"https://doi.org/10.1108/17538291011023052","url":null,"abstract":"Purpose – The purpose of this paper is to explore work‐related attitudes of information technology (IT) enabled business process outsourcing (ITES‐BPO) employees.Design/methodology/approach – There are 25 firms operating in Sri Lanka that fall into the category of ITES‐BPO; a random sample of 117 employees from these 25 firms responded to the survey.Findings – The findings suggest that tenure has a significant effect on task autonomy and marital status has a significant effect on working hours.Originality/value – A research exploring work‐related attitudes of ITES‐BPO employees towards their work and work environment, in a South Asian country that is considered as active and promising destination for such services, could provide practitioners with key information that could enable them to make informed managerial decisions.","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-02-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122258594","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-02-23DOI: 10.1108/17538291011023061
Luis Silva-Domingo, Teresa Canet-Giner
Purpose – The client‐supplier alignment problem is receiving growing attention in related literature and important contributions have been made for our understanding of the phenomenon. However, recent works agree on the fact that an integrative view of the problem is still lacking and consequently, a practical model is lacking also. The purpose of this paper is to present a new management control perspective that may help to improve understanding of the phenomenon.Design/methodology/approach – From a review of the previous literature, the paper evolves into the conceptual development of a new model.Findings – The paper argues that previous literature shows important limitations. First, its models try to find the best archetypes when evidence shows that no pure archetype can be found. Second, it has neglected the performance problem. Third, the suggested specific control mechanisms have been limited to the appropriation problem. In order to make a contribution, this paper presents an innovative and complet...
{"title":"Achieving client‐supplier alignment through management control paths","authors":"Luis Silva-Domingo, Teresa Canet-Giner","doi":"10.1108/17538291011023061","DOIUrl":"https://doi.org/10.1108/17538291011023061","url":null,"abstract":"Purpose – The client‐supplier alignment problem is receiving growing attention in related literature and important contributions have been made for our understanding of the phenomenon. However, recent works agree on the fact that an integrative view of the problem is still lacking and consequently, a practical model is lacking also. The purpose of this paper is to present a new management control perspective that may help to improve understanding of the phenomenon.Design/methodology/approach – From a review of the previous literature, the paper evolves into the conceptual development of a new model.Findings – The paper argues that previous literature shows important limitations. First, its models try to find the best archetypes when evidence shows that no pure archetype can be found. Second, it has neglected the performance problem. Third, the suggested specific control mechanisms have been limited to the appropriation problem. In order to make a contribution, this paper presents an innovative and complet...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-02-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129918789","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-02-23DOI: 10.1108/17538291011023089
L. Willcocks
Purpose – This paper aims to distill research findings that will influence CEO and top team behaviour.Design/methodology/approach – The findings are based on case study research into 650 plus organisations and their outsourcing arrangements in Europe, Asia Pacific and USA.Findings – CEOs have five reasons for ensuring IT‐based services outsourcing is included in their strategy discussions. IT outsourcing impacts upon a firm's market value. The sheer size of outsourcing expenditure merits senior management attention. Getting outsourcing wrong can seriously damage corporate health. At the same time, the evidence shows examples of outsourcing playing a strategic role for many businesses, and only the CEO has the real bargaining power to make outsourcing deliver this strategic dividend.Research limitations/implications – The research was carried out by the LSE's Outsourcing Unit and uses in‐depth longitudinal case studies to identify outsourcing practices that work, in terms of achieving superior business res...
{"title":"The next step for the CEO","authors":"L. Willcocks","doi":"10.1108/17538291011023089","DOIUrl":"https://doi.org/10.1108/17538291011023089","url":null,"abstract":"Purpose – This paper aims to distill research findings that will influence CEO and top team behaviour.Design/methodology/approach – The findings are based on case study research into 650 plus organisations and their outsourcing arrangements in Europe, Asia Pacific and USA.Findings – CEOs have five reasons for ensuring IT‐based services outsourcing is included in their strategy discussions. IT outsourcing impacts upon a firm's market value. The sheer size of outsourcing expenditure merits senior management attention. Getting outsourcing wrong can seriously damage corporate health. At the same time, the evidence shows examples of outsourcing playing a strategic role for many businesses, and only the CEO has the real bargaining power to make outsourcing deliver this strategic dividend.Research limitations/implications – The research was carried out by the LSE's Outsourcing Unit and uses in‐depth longitudinal case studies to identify outsourcing practices that work, in terms of achieving superior business res...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-02-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128078597","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2009-11-20DOI: 10.1108/17538290911005162
A. Plugge
Few studies in the field of IT outsourcing relations include the view of providers. Previous research has identified the lack of sustainability in service performance as a recurring problem, e.g. the continuous delivery of high quality services over time. It can be argued that IT outsourcing providers who manage to establish a dynamic fit between sourcing capabilities and their own organizational structure are less susceptible to changes in their clients’ environment. Moreover, IT providers who monitor their clients’ developments are expected to be able to adapt to changing client circumstances and realize a sustainable performance. This research is based on both qualitative and quantitative exploratory research. Three provider organizations were selected: a domestic provider, an offshore provider, and a global provider. To conclude, our case studies provided sufficient evidence that a fit between sourcing capabilities and organizational structure contributes to a positive sourcing performance. Our research revealed that providers that are able to adapt to changing client circumstances, while establishing a fit at the same time, succeed in achieving a sustainable performance. Since the provider-side of IT outsourcing arrangements is under-researched our study contributes to partially filling this gap. From a managerial perspective, our results suggest that monitoring and assessing changing client circumstances regularly are a prerequisite for providers to become an agile organization.
{"title":"Managing change in IT outsourcing arrangements","authors":"A. Plugge","doi":"10.1108/17538290911005162","DOIUrl":"https://doi.org/10.1108/17538290911005162","url":null,"abstract":"Few studies in the field of IT outsourcing relations include the view of providers. Previous research has identified the lack of sustainability in service performance as a recurring problem, e.g. the continuous delivery of high quality services over time. It can be argued that IT outsourcing providers who manage to establish a dynamic fit between sourcing capabilities and their own organizational structure are less susceptible to changes in their clients’ environment. Moreover, IT providers who monitor their clients’ developments are expected to be able to adapt to changing client circumstances and realize a sustainable performance. This research is based on both qualitative and quantitative exploratory research. Three provider organizations were selected: a domestic provider, an offshore provider, and a global provider. To conclude, our case studies provided sufficient evidence that a fit between sourcing capabilities and organizational structure contributes to a positive sourcing performance. Our research revealed that providers that are able to adapt to changing client circumstances, while establishing a fit at the same time, succeed in achieving a sustainable performance. Since the provider-side of IT outsourcing arrangements is under-researched our study contributes to partially filling this gap. From a managerial perspective, our results suggest that monitoring and assessing changing client circumstances regularly are a prerequisite for providers to become an agile organization.","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"97 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114346763","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2009-11-20DOI: 10.1108/17538290911005144
E. Carmel, Jason L. Dedrick, K. Kraemer
Purpose – We treat offshoring as a managerial innovation. Should it still be considered an innovation? The purpose of this paper is to use innovation theory, especially, Rogers' diffusion of innovation theory (DOI) to examine this question.Design/methodology/approach – The paper examines the case of electronic data systems (EDS), a very large Information Technology Professional Services (ITPS) company, using a case study approach based on interviews, internal documents and secondary sources.Findings – At EDS it was found that offshoring has been fully assimilated within just a few years. During the early 2000s, EDS faced the challenge of a large‐scale shift in the competitive landscape and moved a large share of its global operations to offshore locations. The paper shows how this innovation has been diffused within the firm through the creation of an assessment and migration organization that has institutionalized and routinized the process of offshoring. At EDS, each client project goes through a centra...
{"title":"Routinizing the offshore choice: applying diffusion of innovation to the case of EDS","authors":"E. Carmel, Jason L. Dedrick, K. Kraemer","doi":"10.1108/17538290911005144","DOIUrl":"https://doi.org/10.1108/17538290911005144","url":null,"abstract":"Purpose – We treat offshoring as a managerial innovation. Should it still be considered an innovation? The purpose of this paper is to use innovation theory, especially, Rogers' diffusion of innovation theory (DOI) to examine this question.Design/methodology/approach – The paper examines the case of electronic data systems (EDS), a very large Information Technology Professional Services (ITPS) company, using a case study approach based on interviews, internal documents and secondary sources.Findings – At EDS it was found that offshoring has been fully assimilated within just a few years. During the early 2000s, EDS faced the challenge of a large‐scale shift in the competitive landscape and moved a large share of its global operations to offshore locations. The paper shows how this innovation has been diffused within the firm through the creation of an assessment and migration organization that has institutionalized and routinized the process of offshoring. At EDS, each client project goes through a centra...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"286 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127718702","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2009-11-20DOI: 10.1108/17538290911005171
G. Weimer, S. Seuring
Purpose – Outsourcing research has identified that permanently governing and controlling the outsourcing provider is essential for a successful outsourcing engagement and has prioritised performance measurement systems as the most important tool to support governance and control. The purpose of this paper is to present four outsourcing contracts and conducts a detailed analysis of their performance measurement systems.Design/methodology/approach – The paper is based on case study analysis of four outsourcing projects. The performance measurement systems of these projects are analysed and interpreted against the balanced scorecard concept.Findings – Major findings of the cross‐case analysis are that almost only performance measurement systems based on the business process perspective were found. This structure is primarily determined by the underlying contract and compensation model. Links to the strategic objectives of the outsourcing project are missing.Research limitations/implications – The research is...
{"title":"Performance measurement in business process outsourcing decisions","authors":"G. Weimer, S. Seuring","doi":"10.1108/17538290911005171","DOIUrl":"https://doi.org/10.1108/17538290911005171","url":null,"abstract":"Purpose – Outsourcing research has identified that permanently governing and controlling the outsourcing provider is essential for a successful outsourcing engagement and has prioritised performance measurement systems as the most important tool to support governance and control. The purpose of this paper is to present four outsourcing contracts and conducts a detailed analysis of their performance measurement systems.Design/methodology/approach – The paper is based on case study analysis of four outsourcing projects. The performance measurement systems of these projects are analysed and interpreted against the balanced scorecard concept.Findings – Major findings of the cross‐case analysis are that almost only performance measurement systems based on the business process perspective were found. This structure is primarily determined by the underlying contract and compensation model. Links to the strategic objectives of the outsourcing project are missing.Research limitations/implications – The research is...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126787077","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2009-11-20DOI: 10.1108/17538290911005153
Mingu Kang, Xiaobo Wu, P. Hong
Purpose – The purpose of this paper is to present a research model and case illustrations that explore strategic outsourcing practices for sustainable competitive advantages in the Chinese context.Design/methodology/approach – This study is based on in‐depth interviews of executives of three multi‐national firms (MNCs) from Switzerland, Korea and the USA that have been successfully operating in China for more than seven years.Findings – This paper discusses how three MNC firms in China maintain clear and disciplined strategic outsourcing and achieve desired business outcomes. They race to the top by managing strategic insourcing for high risk and high profit items while outsourcing low risk and high profit leveraging items.Originality/value – The paper presents a strategic outsourcing model and case studies of three multi‐national firms in China, which suggest both theoretical and managerial implications showing how to implement successful outsourcing practices in the global market.
{"title":"Strategic outsourcing practices of multi‐national corporations (MNCs) in China","authors":"Mingu Kang, Xiaobo Wu, P. Hong","doi":"10.1108/17538290911005153","DOIUrl":"https://doi.org/10.1108/17538290911005153","url":null,"abstract":"Purpose – The purpose of this paper is to present a research model and case illustrations that explore strategic outsourcing practices for sustainable competitive advantages in the Chinese context.Design/methodology/approach – This study is based on in‐depth interviews of executives of three multi‐national firms (MNCs) from Switzerland, Korea and the USA that have been successfully operating in China for more than seven years.Findings – This paper discusses how three MNC firms in China maintain clear and disciplined strategic outsourcing and achieve desired business outcomes. They race to the top by managing strategic insourcing for high risk and high profit items while outsourcing low risk and high profit leveraging items.Originality/value – The paper presents a strategic outsourcing model and case studies of three multi‐national firms in China, which suggest both theoretical and managerial implications showing how to implement successful outsourcing practices in the global market.","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130159768","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2009-11-20DOI: 10.1108/17538290911005135
F. Ulbrich
Purpose – Frameworks on information systems‐sourcing (IS‐sourcing) decisions are frequently based on rational‐choice theory, neglecting such non‐quantifiable aspects as interpersonal conflicts. The purpose of this paper is to find out whether such interpersonal conflicts have a determining influence on an organization's IS‐sourcing decision.Design/methodology/approach – An illustrative case‐study strategy is applied.Findings – The following interpersonal conflicts had a determining influence on an organization's IS‐sourcing decision: tensions between personnel in the IS department and those in the users' departments; lack of capabilities on a personal level; power in and between departments; and face‐saving in the corporate group. Based on these empirical findings, a generic model is developed to illustrate how interpersonal conflicts enmesh with economic, business, and technical factors, and influence IS‐sourcing decisions.Research limitations/implications – The generic model enables researchers to study...
{"title":"How interpersonal conflicts influence IS-sourcing decisions","authors":"F. Ulbrich","doi":"10.1108/17538290911005135","DOIUrl":"https://doi.org/10.1108/17538290911005135","url":null,"abstract":"Purpose – Frameworks on information systems‐sourcing (IS‐sourcing) decisions are frequently based on rational‐choice theory, neglecting such non‐quantifiable aspects as interpersonal conflicts. The purpose of this paper is to find out whether such interpersonal conflicts have a determining influence on an organization's IS‐sourcing decision.Design/methodology/approach – An illustrative case‐study strategy is applied.Findings – The following interpersonal conflicts had a determining influence on an organization's IS‐sourcing decision: tensions between personnel in the IS department and those in the users' departments; lack of capabilities on a personal level; power in and between departments; and face‐saving in the corporate group. Based on these empirical findings, a generic model is developed to illustrate how interpersonal conflicts enmesh with economic, business, and technical factors, and influence IS‐sourcing decisions.Research limitations/implications – The generic model enables researchers to study...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129907183","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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