A Learning Model of Information Technology Outsourcing: Normative Implications

Cha, Hoon; Pingry, David E.; Thatcher, Matt E.

doi:10.2753/mis0742-1222260207

Cited by 27 publications

(18 citation statements)

References 37 publications

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“…the client firm must identify and negotiate with a qualified vendor and monitor and exchange information throughout the BPO relationship. Because business processes are highly interconnected and interdependent, BPO requires extensive communication and coordination to manage outsourced processes across firm boundaries and to transfer process outputs from the vendor to the client's internal operations [24]. these activities are particularly important for BPO, because of the extent to which BPO vendors interact directly with the client firm's customers and suppliers.…”

Section: Organizational Learningmentioning

confidence: 99%

“…While research suggests that differences in levels of outsourcing and returns to outsourcing may be based on differences in managerial and technical capabilities [47], these managerial and technical capabilities need to be more fully articulated and elaborated. recent research has called for further firm-level work to understand the factors that drive outsourcing and offshoring [6,24]. For example, arora and Forman asked, "some firms are systematically more capable in offshoring than others.…”

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confidence: 99%

“…the lack of research at some intersections of levels of analysis and theoretical perspectives suggests potential research opportunities. For example, while recent IS outsourcing research has incorporated a capabilities view at the process/project level [63] and a learning-based view at the firm level [24], there has not yet been the use of capabilities to explain firm-level outsourcing and offshoring decisions as called for in prior research [6,92]. the contribution of this paper is to complement research on organizational economics by using organizational learning and capabilities to define firm-level systems and process capabilities that enable firms to engage in onshore and offshore BPO.…”

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confidence: 99%

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Organizational Learning and Capabilities for Onshore and Offshore Business Process Outsourcing

Whitaker

Mithas

Krishnan

2010

Journal of Management Information Systems

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Section: Organizational Learningmentioning

confidence: 99%

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confidence: 99%

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Organizational Learning and Capabilities for Onshore and Offshore Business Process Outsourcing

Whitaker

Mithas

Krishnan

2010

Journal of Management Information Systems

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“…Saving money has been identified as one of the main reasons why companies outsource (Cha et al 2009;Noe et al, 2010;Dolgui and Proth, 2013;Caruth et al, 2013;Bacea and Borza, 2015;Heizer et al, 2017). Outsourcing allows companies to reduce and control operating costs (Chou and Chou, 2011) -outsourcing firms may frequently perform activities better, cheaper, and faster than a company can perform these activities in-house (Cha et al, 2009;Caruth et al, 2013). Therefore, according to Dolgui and Proth (2013), a lower cost is obtained by choosing a vendor that can perform the activities to be outsourced at a higher performance level.…”

Section: Transaction Costsmentioning

confidence: 99%

Management Outsourcing Business Models: A perspective of Sustainability

Jerónimo

Pereira

Saraiva

2019

2019 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC)

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ACKNOWLEDGMENTSI would like to start from thanking my supervisor, Professor Carlos Jerónimo, for all the support provided, availability, encouragement, guidance, and knowledge shared throughout this whole process. More than a professor, Professor Carlos Jerónimo represents a mentor to me, who is a reference and an inspiration for my professional life.A genuine thank you to my parents and brother, who have always supported me during my path as a management student, being always present to give me encouragement, motivation and provide good energies and so much love. You are the biggest loves of my life. A very special thank you to my boyfriend Hugo, for all the weekends and working days we spent together, always supporting each other, helping each other, encourage each other, motivate each other, and laugh with each other. I love you. To my lovely family, a huge thank you for always being on my side to support me and demonstrate the pride you have on me. To my shining star, who would be so proud to watch me accomplish this achievement, you truly have been a big strength throughout my life and I want to dedicate this to You, my dear grandpa.To my colleagues from ISCTE, that more than colleagues we become true friends, we were all together in this journey, and I am so proud of us for this achieving.To my dear friends, despite I haven't spent much time with you this last year, thank you for supporting me and give me strength, and especially for you friendship.Last but not least, the development of this dissertation was only possible with the participation and contribution of the management professionals. To all of you, who have such a busy life and welcomed me with so much empathy and responsiveness, I would like to express my genuine gratitude.A truly thank you all! ii SUMMARY In a world characterized by intense competition, outsourcing has infiltrated the management world in a major way. Outsourcing services are becoming an increasingly important source to companies focus on their core competencies, reduce costs, and increase efficiency in several organizational functions.Even though outsourcing of business activities has become a prevalent practice amongst organizations, the literature provides only a one-dimensional view of the phenomenon by focusing on the service receivers' perspectivesbuyer.This dissertation overcomes this weakness by investigate and analyze the business models of outsourcing companiesvendor -as a way to understand how they reach a sustainable competitive advantage that differentiates them in a competitive market. Hence, the whole investigation explores the service provider's perspectives by conducting interviews to 16 top executives from 15 different outsourcing companies in Portugal.The findings suggest that all the organizations presented in the study face the same challenges/pains in the market and each of them manifest an exclusive combination of mechanisms, methods, strategies and approaches within their business models to be differentiated in the market and sustainable in terms of effici...

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“…Software development work may be split into multiple phases and carried out at different global centers for both cost and time leverage [13,19]. A typical arrangement for an outsourced project is to have both onsite and offshore team members [31].…”

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confidence: 99%