Critical success factors from outsourcing theories as determinants of leadership roles in IT outsourcing projects

Andresen, Ragnar; Ekker, Knut; Gottschalk, Petter

doi:10.1504/ijmed.2007.013158

Cited by 7 publications

(4 citation statements)

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“…The ambition should be to explore resources available to the IT service provision, before entering the stage of "marriage" in terms of mutual long-term dependency. In this evolution, leadership will be of critical importance (Andresen et al, 2007), as well as creativity (Dean et al, 2008) and culture (Glomseth and Gottschalk, 2008).…”

Section: Discussionmentioning

confidence: 99%

Maturity in IT outsourcing relationships: an exploratory study of client companies

Solli‐Sæther

Gottschalk

2008

Industrial Management &Amp; Data Systems

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Purpose -This research is concerned with the validation of a maturity model for information technology outsourcing relationships. The paper aims to focus on this research. Design/methodology/approach -This research is validating the cost, resource and partnership stages, respectively, as maturity stages in outsourcing relationships developed and proposed by Gottschalk and Solli-Saether. Findings -First, stages of growth and benchmark variables were validated. Then, the evolving path of growth was examined. Limited support for the stage of growth model was found. Practical implications -This paper suggests a broad range of organizational activities and structures to guide development from one stage of maturity to the next. To stimulate growth developments, individuals and organizations have to understand and experience transitional events in relationship maturity. Originality/value -Validation procedure linking stages to benchmark variables is presented. Future empirical research should rephrase some of the authors benchmark variables as well as measurement issues concerned with stages of growth.

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Section: Discussionmentioning

confidence: 99%

Maturity in IT outsourcing relationships: an exploratory study of client companies

Solli‐Sæther

Gottschalk

2008

Industrial Management &Amp; Data Systems

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“…Project management skills are necessary for flexible planning and ongoing controlling of the task process, which is of particular importance in the case of innovative projects, given their high degree of task-related uncertainty and complexity (Smith et al, 2007). When it happens, it can be expected that project management skills facilitate the higher product innovativeness (Andresen et al, 2007). Moreover, when the team engaged in propensity Effects of team reflexivity and innovativeness to act autonomously and proactively as well as willing to take a risk when confronted with market opportunities (Lumpkin and Dess, 1996), it can be expected that the degree of innovativeness of new product will be enhanced.…”

Section: The Determinants Of Product Innovativenessmentioning

confidence: 99%

The effects of team reflexivity and innovativeness on new product development performance

Lee

2008

Industrial Management &Amp; Data Systems

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Purpose-To determine the effects of project management skills, entrepreneurial proclivity, and existing knowledge on team reflexivity and performance of cross-functional new product development (NPD) team. The moderating roles of team cohesiveness and knowledge practice are also explored. Design/methodology/approach-This study used online questionnaire surveys by inviting 500 R&D team members of NPD from three Science Parks in Taiwan. The survey questionnaires were sent to the representative of R&D team members. Findings-The results indicate that members' project management skills, entrepreneurial proclivity, and existing knowledge have significant impact on team reflexivity and product innovativeness of the NPD project, which then influence NPD performance. Furthermore, NPD team exercising higher levels of team cohesiveness and higher knowledge practice tend to moderate the influence of team reflexivity and product innovativeness on NPD performance. Research limitations/implications-The use of longitudinal research is suggested to confirm the results of this study. Moreover, other research settings, either different industry or other countries, could increase the generalizability of the findings. Practical implications-The study has high implications for managers of NPD to recruit qualified team members who have adequate knowledge and strong entrepreneurial proclivity. Moreover, managers should be aware of the moderating role of team cohesiveness and knowledge practices. Originality/value-The paper determines the antecedents and consequences of team reflexivity and innovativeness among NPD team members. The moderating role of team cohesiveness and knowledge practices are discussed.

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“…Although external pressures and the culture of a police organisation can be powerful forces shaping and influencing officer conduct, the tone set by supervisors throughout the organisation seems to play a key role in these processes. Mintzberg's (1994) role typology is frequently used in studies of managerial work (Andresen et al, 2007;Glomseth et al, 2007). An important strength of the Mintzberg typology as a leadership instrument is its ability to be generally unbiased.…”

Section: Police Leadershipmentioning

confidence: 99%

Management position as determinant of leadership roles in police districts

Glomseth¹,

Gottschalk²,

Hole³

2011

IJMED

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Abstract:The job of a manager consists of several parallel roles. A manager may perceive one role as more important than other roles. The goal of this paper is to present results from a survey of police managers in Norway on the relative importance of leadership roles. A questionnaire was developed to measure leadership roles in police districts. Respondents emphasised the role of personnel leader where the manager is responsible for supervising, hiring, training, organising, coordinating and motivating a cadre of personnel to achieve the goals of the organisation.

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Critical success factors from outsourcing theories as determinants of leadership roles in IT outsourcing projects

Cited by 7 publications

References 0 publications

Maturity in IT outsourcing relationships: an exploratory study of client companies

Maturity in IT outsourcing relationships: an exploratory study of client companies

The effects of team reflexivity and innovativeness on new product development performance

Management position as determinant of leadership roles in police districts

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