A strategic conflict analysis in IT outsourcing using the graph model for conflict resolution

Abstract

PurposeThe purpose of this paper is to propose a strategic conflict analysis, based on the graph model for conflict resolution (GMCR), that is applied to information technology outsourcing (ITO) in a real-world software development and implementation process in Brazil.Design/methodology/approachBecause the idea of this study is to answer “why” the ITO conflicts occur and “how” they can be avoided, the case study methodology was adopted. The software GMCR II was used to analyze the interactions between an IT vendor and an IT client.FindingsThe results suggest that a lack of relational governance is a critical issue that could be handled to improve the interaction between those involved.Research limitations/implicationsThe main results are restricted to the case study and cannot be generalized. Moreover, a specific limitation of this paper pertains to the use of the GMCR and the consequent difficulty for IT vendors and IT clients to work with a large number of actions and to set preferences for several states of conflict.Practical implicationsThe strategic analysis of outsourcing conflicts provides a holistic view of the current situation that may assist the client and vendor in future decisions and identify guidelines to ensure successful ITO. Therefore, this paper provides an effective guide for clients and vendors to better manage conflicts and establish a contingency vision to avoid such disputes.Originality/valueThe ITO conflict is analyzed using the GMCR, considering both perspectives of the outsourcing process (vendors and clients).

When Penalty Fails: Modeling Contractual Misincentives With Evidence From Portugal ITO Agreements

“…According to Bush et al (2008), a variety of factors related to the cost of production, knowledge, skills, and outsourcing feasibilities drive managers to transfer the responsibility in creating or supplying internal technological infrastructures. A strategic investigation on ITO interactions can aid both clients and vendors in identifying guidelines for a successful ITO (Silva et al, 2020).…”

A study on relational factors in information technology outsourcing: analyzing judgments of small and medium-sized supplying and contracting companies' managers

“…In practical terms, from the perspective of the contractors, as the customers within the ITO process, they are always looking for the opportunity to challenge the chosen suppliers, questioning why costs cannot be lower or why they cannot work faster, so different expectations and perceptions are identified in the relationship (Silva et al, 2019). This fact corroborates the determination of customer relationship management as the element at the top of the initial ranking (Table 8).…”

“…Under Misra's (2004) perspective, the success of ITO is reflected in the incentives aligning the perspectives of clients and suppliers. Nevertheless, themes including contract and relational factors combining both the customer and the supplier's perceptions have not yet been widely explored in the literature (Silva et al, 2019). The following literature illustrates a cutout within this area, highlighting multicriteria applications combined with fuzzy logic, supporting this work's analytical approach's relevance.…”

Avaliação Dos Principais Critérios De Desempenho De Terceirização De Ti Para a Gestão Contratual Em Empresas Públicas: Uma Revisão Bibliométrica

“…O risco de entrega de produtos de infraestrutura de TI de baixa qualidade ou de segunda linha também é comum no Brasil. Os termos de referência -parte técnica dos contratos de ITO públicamuitas vezes estabelecem a entrega de produtos novos, como para a infraestrutura de TI (Silva, Poleto, de Gusmão, & Costa, 2020), mas o risco aumenta quando estes produtos de TI são voltados à infraestrutura de Data Centers, como servidores, storages, elementos de telecomunicação, nobreaks ou grupos geradores -onde englobam as chamadas nuvens corporativas -e que dependem do funcionamento 24 horas por 7 dias por semana para atender a demanda de serviços públicos, presentes por exemplo, nos aplicativos de smartphones (Langer & Mani, 2018).…”