A Survey on the Business Relationship between Chinese Outsourcing Software Suppliers and Their Outsourcers

Li, Jingyue; Ma, Jianqiang; Conradi, Reidar; Chen, Weibing; Ji, Junzhong; Liu, Chunnian

doi:10.1109/apsec.2007.14

Cited by 5 publications

(3 citation statements)

References 19 publications

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“…Relational risks obstruct client‐vendor collaboration and thus inhibiting them from performing their responsibilities efficiently and effectively for the attainment of mutual goals . This may include lack of amenability with the contract by the vendor, deterioration of service performance, quality mishaps, service deficiencies, cost overruns, and not meeting the agreed deadlines . Poor relationship management may be due to lack of personnel with the capability to manage a partnership .…”

Section: Resultsmentioning

confidence: 99%

Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

Ali

Khan

et al. 2019

J Software Evolu Process

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Software Outsourcing Partnership (SOP) is considered as a kind of risk and reward sharing client‐vendor relationship. Generally, a fruitful outsourcing association might be converted to an outsourcing partnership. The objective of this research is to identify and analyse barriers that are hurdles to vendors in renewing or promoting their ongoing client‐vendor relationship to outsourcing partnership. A questionnaire survey based on the findings of Systematic Literature Review (SLR) was performed with 50 experts. The study identifies five critical barriers such as “insufficient quality of technical capability,” “poor infrastructure,” “poor quality of service,” “communication gap and poor coordination,” and “relational risk.” The results indicate that barriers' insufficient quality of technical capability, poor infrastructure, and poor quality of service were common in four types of experts while insufficient quality of technical capability is common in three levels of experts. Furthermore, barriers were classified based on their criticality from client‐vendor perspective. The results of Spearman correlation test (rs = 0.714 and ρ = 0.000) confirmed that the participant strongly agrees with the outcomes of the SLR. The results suggest that for successful renewal or promotion of their existing outsourcing association, vendor organizations should address all the identified barriers in general and the most common barriers in particular.

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Section: Resultsmentioning

confidence: 99%

Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

Ali

Khan

et al. 2019

J Software Evolu Process

View full text Add to dashboard Cite

show abstract

“…Relational risks obstruct client-vendor collaboration and thus inhibiting them from performing their responsibilities efficiently and effectively, for the attainment of mutual goals [69]. This may include lack of amenability with the contract by the vendor, deterioration of service performance, quality mishaps, service deficiencies, cost overruns, and not meeting the agreed deadlines [70], [71]. Poor relationship management may be due to lack of personnel with the capability to manage a partnership.…”

Section: A Barriers Identified Via Slr (Rq1)mentioning

confidence: 99%

Barriers to Software Outsourcing Partnership Formation: An Exploratory Analysis

Ali

Ullah²,

Abrar

et al. 2019

IEEE Access

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Software Outsourcing Partnership (SOP) is a type of cooperative client-vendor relationship. SOP is an emerging strategy and is different from ordinary software development outsourcing (SDO). Usually, a fruitful outsourcing association might be converted to an outsourcing partnership. Conversely, SOP is not a risk-free business, numerous barriers associated with SOP. The overarching target of this exploratory paper is to find and analyze a list of barriers that are considered obstacles for vendors in the conversion of their surviving contractual outsourcing relationship to a partnership. Firstly, twenty-six barriers to SOP formation were identified through systematic literature review (SLR) from a sample of 106 papers and then an empirical survey was conducted with fifty experts to analyze the significance and applicability of these barriers in the SOP context. The identified barriers were further analyzed based on five variables such as decades, company size, continents, location of analysis, and perspective of the study. Ten barriers were considered as critical barriers (CBs) via SLR. Industrial experts indicate they extremely agree with five CBs. Eight CBs were equally reported on all continents. We found ten CBs common in all types of organizations. Further, twelve CBs were shared in both decades while ten CBs were found common in both academia and industry. Furthermore, four CBs were specific to clients; five were specific to vendors while ten were common to both. The association of various barriers with SOP formation is found statistically significant for twenty-five barriers with effect size (0.41 < Ø < 0.90, p < 0.05). Stakeholders in SOP should address all the listed barriers especially the critical ones to attain a partner position. INDEX TERMS Systematic literature review, empirical survey, software outsourcing partnership, client-vendor relationship.

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“…Statements regarding budget and authority should not be vague so that any misunderstanding could be averted [3]. Even if the contract could act as a bail in a joint venture, outsourcing is expected to be more successful if partnership values exist among parties involved [16], [21], [22].…”

Section: Related Work and Backgroundmentioning

confidence: 99%

A Qualitative Empirical Investigation of Contributing Success Factors for Software Testing Outsourcing Projects

Ismail

Razali

2015

Jurnal Teknologi

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Software testing outsourcing is becoming attractive among organisations that desire to gain high quality products within reasonable cost while allowing testing experts to assure its quality. Despite these promising advantages however, organisations have yet to learn the factors that contribute to such projects’ success. The necessary planning and actions could not thus be taken towards the effort. Consequently, software testing outsourcing projects still fail. This study aimed to address this concern by collating the factors from previous research. The investigation continued by confirming the factors besides discovering other relevant factors from software testing practitioners. This study adopted qualitative approach where it employed semi-structured interviews involving five practitioners, who represented both client and vendor. The data were analysed using content analysis. The results show that there are two aspects to be considered, namely Process and People. The former contains nine factors and the latter comprises four factors. Each factor has specific elements, which delineates the characteristics or roles that it owns. The findings provide practitioners with understanding of conducting software testing outsourcing projects effectively.

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A Survey on the Business Relationship between Chinese Outsourcing Software Suppliers and Their Outsourcers

Abstract: The

Cited by 5 publications

References 19 publications

Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

Barriers to Software Outsourcing Partnership Formation: An Exploratory Analysis

A Qualitative Empirical Investigation of Contributing Success Factors for Software Testing Outsourcing Projects

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