Business-Related Determinants of Offshoring Intensity

Srivastava, Shirish C.; Teo, Thompson S. H.; Mohapatra, Partha S.

doi:10.4018/9781605667706.ch007

Cited by 3 publications

(5 citation statements)

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“…This reduced biasness towards specific stakeholder groups and provided triangulation and saturation of themes. Furthermore, other researchers have considered secondary data to be more objective than perceptionbased data collected through Interviews or Surveys [15]. Qualitative studies are often criticized for the perceived difficulties in replicating them since identical circumstances may not be recreated [16].…”

Section: Validity Threatsmentioning

confidence: 99%

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Onshore to Near-Shore Outsourcing Transitions: Unpacking Tensions

Raza

Clear

MacDonell

2015

2015 IEEE 10th International Conference on Global Software Engineering Workshops

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Abstract-This study is directed towards highlighting tensions of incoming and outgoing vendors during outsourcing in a nearshore context. Incoming-and-outgoing of vendors generate a complex form of relationship in which the participating organizations cooperate and compete simultaneously. It is of great importance to develop knowledge about this kind of relationship typically in the current GSE-related multi-sourcing environment. We carried out a longitudinal case study and utilized data from the 'Novopay' project, which is available in the public domain. This project involved an outgoing New Zealand based vendor and incoming Australian based vendor. The results show that the demand for the same human resources, dependency upon cooperation and collaboration between vendors, reliance on each other system's configurations and utilizing similar strategies by the client, which worked for the previous vendor, generated a set of tensions which needed to be continuously managed throughout the project.

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Section: Validity Threatsmentioning

confidence: 99%

“…The significance of using secondary data is that it is easily reproducible which enable other researchers to extend the original work [15] or possibly replicate the study independently. Although most of the analysis was done by the main researcher, a considerable amount of time was spent during this exercise.…”

Section: Validity Threatsmentioning

confidence: 99%

Onshore to Near-Shore Outsourcing Transitions: Unpacking Tensions

Raza

Clear

MacDonell

2015

2015 IEEE 10th International Conference on Global Software Engineering Workshops

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“…These include the electronic nature of the provision of services, the ability to readily relocate services provision around the world given that appropriate information/communication linkages are in place, and the particular relevance of language commonalities and culture. Yet perhaps the most regularly discussed difference between services and manufacturing offshoring is the importance of skill sets and the centrality of highly educated and commensurately skilled labor (Dossani and Kenney 2003, Nicholson and Sahay 2004, Pfannenstein and Tsai 2004, Stack and Downing 2005, Davis et al 2006, Lewin and Peeters 2006, Jain et al 2008, Kumbakara 2008, Stringfellow et al 2008, Srivastava et al 2008. Kotabe and Murray (2004) report that much of the offshore outsourcing literature has explained increased levels of outsourcing activities by using a core competency concept, that is, firms seek to shed their non-core functions through offshoring -captive or contracted (see also Pfannenstein and Tsai 2004).…”

Section: Task Skill Level and The Temporal Evolution Of Offshoringmentioning

confidence: 99%

Offshoring of Information-Based Services: Structural Breaks in Industry Life Cycles

Hahn

Bunyaratavej

2011

Service Science

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he emergence of widespread offshoring of information-based services is arguably one of the more transformative business phenomena of the last ten years. A growing body of research has examined the firm-level drivers and location factors (i.e., the "whys" and "wheres") of services offshoring. However, little empirical research has examined the temporal dynamics (or "whens") of services offshoring. Adopting industry life cycle theory as a framework and a Bayesian methodological approach, we explore two key research questions: (i) when do different categories of offshoring services provision change from being emergent sectors to more mature ones relative to one another? and (ii) how do different types of offshoring activity differentially progress through this sequence? Employing a database of 1,420 offshore services FDI projects, we find that the relative skill level and the information sensitivity of the specific service category are associated with the temporal sequence of industry life cycle progression such that activities with decreased information sensitivity are offshored earlier than those with greater information sensitivity. We draw implications for our findings in terms of future waves of service offshoring.

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“…Data dumps like this provide an alternate source of data for research. Some researchers even prefer this type of data over surveys or interviews [13]. This data comprised periodic reports from external consulting companies PwC, Deloitte, Equinox, Maven, IQANZ and Extrinsic covering various time periods.…”

Section: Data Analysis Using Narrativesmentioning

confidence: 99%

“…Verner & Abdullah [12] suggests that secondary data can be valuable for carrying out case studies if there is enough information in the data to answer research questions. However, there is no control by the researcher over the collection of data, and a researcher is constrained by the nature of available data [13]. It can also take a long time to become familiar with such data.…”

Section: Introductionmentioning

confidence: 99%

Continuous Transition in Outsourcing: A Case Study

Raza

Clear

MacDonell

2017

2017 IEEE 12th International Conference on Global Software Engineering (ICGSE)

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Abstract-Outsourcing is typically considered to occur in three phases: decision, transition and operation. As outsourcing is now well established the switching of vendors and transitioning from one system to another is common. However, most of the research to date on outsourcing has focused on the decision and operation phases, leaving a gap between theory and practice concerning the transition phase. Transition in outsourcing entails the changing of systems, business processes and/or vendors. If a suitable transition approach is not applied pressures for another transition can immediately build. This paper presents results from a case study carried out on the 'Novopay Project' in which the Ministry of Education in New Zealand changed their vendor from an onshore to a near-shore provider. This project resulted in a sequence of three transitions, with each following a different approach as a direct result of the experiences encountered in the previous transition. In this research we made use of the rich 'data dump' of evidence provided by the Ministry of Education (MoE). Our analysis describes how a client organization can become trapped in a continuous transition cycle if a suitable approach is not applied. Transition1 involved the client -MoE -moving from complete outsourcing to selective insourcing. After realizing that they did not have the capabilities to manage insourcing, Transition2 was initiated. In Transition2 the sourcing approach reverted back to complete outsourcing. When it was realized that the new vendor in Transition2 could not in fact deliver a new service model or support end-users in following new business processes, Transition3 was initiated. In Transition3, the client established an internal company to insource service operations to support end-users. Transition can be a sound business strategy initiated for a range of reasons. However, if a flawed sourcing approach is chosen it can result in 'continuous transition'.

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Business-Related Determinants of Offshoring Intensity

Cited by 3 publications

References 0 publications

Onshore to Near-Shore Outsourcing Transitions: Unpacking Tensions

Onshore to Near-Shore Outsourcing Transitions: Unpacking Tensions

Offshoring of Information-Based Services: Structural Breaks in Industry Life Cycles

Continuous Transition in Outsourcing: A Case Study

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