Coordinating Tensions in Orchestrating Blended Modes of Sharing and Outsourcing of Services

Plugge, Albert; Janssen, Marijn; Joha, Anton

doi:10.1007/978-3-642-40951-6_9

Cited by 5 publications

(6 citation statements)

References 19 publications

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“…Examples we found concern roles, responsibilities and mandates of senior management to manage business services in practice, which are monitored by the firms' SOE organizational entity. This is consistent with a previous study of [43] that demonstrated that large firms require coordination capabilities when blended modes of delivery are used with regard to business services. On the other hand, we found that operational business services and processes are governed at a decentralized level to cater for changes effectively.…”

Section: Governancesupporting

confidence: 92%

Exploring Determinants Influencing a Service-Oriented Enterprise Strategy: An Executive Management View

Plugge

Janssen

2019

Digital Services and Platforms. Considerations for Sourcing

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Due to the convergence of rapid business developments and digitization challenges firms need to become more agile. A service-oriented enterprise (SOE) strategy is an approach that decomposes an enterprise into business services that are modular, accessible, and interoperable, in which parts can be provided in-house, or outsourced to the market. The SOE concept has mainly been approached from a technological view and little is known about what type of strategic SOE determinants are relevant. A firm's strategy to implement an SOE requires top management support. Therefore, insights at executive level are a prerequisite to identify strategic business directions. We conducted a literature review and a qualitative case study amongst eleven firms at executive level in various industries. Business services, business processes, and enabling technology were found in the literature as key determinants influencing a firm's SOE strategy. Subsequently, the interviews at executive level identified that organizational readiness, knowledge and skills, and governance also affect the SOE strategy of firms. We suggest that a holistic view is required to study the complexity of an SOE. By using an executive view we contribute to IS and business literature as strategic SOE determinants become more explicit.

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Section: Governancesupporting

confidence: 92%

Exploring Determinants Influencing a Service-Oriented Enterprise Strategy: An Executive Management View

Plugge

Janssen

2019

Digital Services and Platforms. Considerations for Sourcing

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“…Within the fifth model, integration accountability is distributed across the customer and their providers and is, thus, shared [29], [40]. The model corresponds to a "closedcommunity" described by Gulati et al [29].…”

Section: Organizational Models For Service Integrationmentioning

confidence: 98%

“…For example, our interviewees think that each service provider could be held responsible to negotiate (delivery) agreements with other providers and, thus, to integrate their own services with others. According to Plugge et al [40], the provider that provides the main part of a respective service should be responsible for integrating it with other services. In our focus groups, we encountered mixed attitudes towards the model as some participants questioned its practicability.…”

Section: E Service Integration Shared Across Customer and Providersmentioning

confidence: 99%

Organizational Models for the Multi-sourcing Service Integration and Management Function

Goldberg

Kieninger

Fromm

2014

2014 IEEE 16th Conference on Business Informatics

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Multi-sourcing is gradually becoming the standard operating mode for outsourcing customers. The complex service landscapes of multi-sourcing settings, however, entail significant challenges for customers. They are struggling with managing the various providers and integrating interdependent services. One challenge is to motivate competing outsourcing providers to work together. In this paper, we present five organizational models to establish a service integration and management function in multisourcing. Our findings reveal that service integration and management is differentiated into strategic and operational activities. On the client side, the retained organization is the key organizational unit to perform strategic service integration and management. The organizational entity that performs the operational activities, however, varies with the respective organizational model. Our research is based on a literature review and a qualitative study. With our work, we lay the basis for a better understanding of service integration and management and, thus, more mature multi-sourcing implementations.

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“…The cost decrease can be achieved by high economies of scale. Plugge et al [5] argue that, in this situation, the internal business demands to customize services are often neglected and if internal business departments feel less served, this might affect their perception of the provided performance of the services. Outsourced shared services are realized by an external service provider who will be responsible for the service delivery.…”

Section: It Outsourcing Conceptualizationmentioning

confidence: 99%

“…The advantage of this approach is that external service results are expected to be more quality-oriented than in-house delivery. The next service delivery mode, that is, the collaborative shared service means that organization provides services to both internal departments and other firms [5]. According to the proponents of this approach, some capabilities can only be developed over periods of time.…”

Section: It Outsourcing Conceptualizationmentioning

confidence: 99%

Information Technology Outsourcing Chain: Literature Review and Implications for Development of Distributed Coordination

Pańkowska

2019

Sustainability

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The paper aims to analyse how the management science literature explains sustainable coordination and management of Information Technology (IT) outsourcing chains. The IT outsourcing theories,—that is, transaction cost theory, theory of agency, resource based view, activity based theory, contractual theory, partnership and alliance theory and stakeholder theory—are applied as a background to the analysis. A systematic literature review reveals that IT outsourcing is developed in collaborative networks and chains. There are some mechanisms identified in the literature for outsourcing chains’ management, interchain sustainability, coordination and interchain activities’ cohesion. The complexity of outsourcing relationships presented among outsourcers and outsourcees stimulate looking for new business models. Furthermore, outsourcing chains research would benefit from considering strategy-based theoretical discussions, relationship modelling and project management. The literature survey aims to present outsourcing chains in different aspects, that is, dynamics and agility, communication in chains, compensation and compliance, contracting, stakeholders, decision making models, governance problems, integration, performance measurement, project management and strategy development. This paper intends to emphasize that interchain coordination can be improved by enterprise architecture modelling as well as by the application of blockchain economy.

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Coordinating Tensions in Orchestrating Blended Modes of Sharing and Outsourcing of Services

Cited by 5 publications

References 19 publications

Exploring Determinants Influencing a Service-Oriented Enterprise Strategy: An Executive Management View

Exploring Determinants Influencing a Service-Oriented Enterprise Strategy: An Executive Management View

Organizational Models for the Multi-sourcing Service Integration and Management Function

Information Technology Outsourcing Chain: Literature Review and Implications for Development of Distributed Coordination

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