Effect of multi-vendor outsourcing on organizational learning: A social relation perspective

Koo, Yunmo; Lee, Jae-Nam; Heng, Cheng Suang; Park, Jihun

doi:10.1016/j.im.2016.09.007

Cited by 16 publications

(19 citation statements)

References 87 publications

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“…The head contractor is accountable for the delivery of the service and liable for this under the terms of the contract"[34, p.134]. For example, Koo et al[29] refer to the prime contractor outsourcing configuration as the "single-vendor-dominant model" where "a client directly contracts with one dominant vendor and indirectly contracts with other vendors through the dominant vendor" (p.3). Such contracting should not be confused with a true multi-sourcing scenario, where each vendor is contracted directly by the client firm, as depicted in Figure1a.…”

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confidence: 99%

An Information Processing View on Joint Vendor Performance in Multi-Sourcing: The Role of the Guardian

Oshri

Dibbern

Kotlarsky

et al. 2019

Journal of Management Information Systems

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This paper examines joint vendor performance in multi-sourcing arrangements. Using an Information Processing View, we argue that managing interdependencies between multiple vendors imposes substantial information processing (IP) requirements on clients. To achieve high joint performance, clients therefore need to possess sufficient IP capacity. We examine how three sources of IP capacity, two internal (i.e., the client's inter-vendor governance and the client's architectural knowledge) and one external (i.e., the guardian vendor), work together in realizing joint performance. Our results show that formal governance and architectural knowledge contribute to joint performance.The guardian vendor contributes to joint performance in settings where the client deploys strong governance but lacks architectural knowledge. This suggests that, contrary to common views in the literature, guardian vendors should not be understood as mediators (or single points of contact) who relieve clients from governance efforts.Instead, guardian vendors are more fruitfully understood as architects, who complement the client's governance efforts by compensating for knowledge gaps. Put simply, client firms should consider using a guardian vendor to compensate for weak architectural knowledge while still maintaining strong formal and informal governance of all vendors.

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confidence: 99%

An Information Processing View on Joint Vendor Performance in Multi-Sourcing: The Role of the Guardian

Oshri

Dibbern

Kotlarsky

et al. 2019

Journal of Management Information Systems

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“…A aprendizagem organizacional é uma das temáticas mais discutidas na seara da gestão (CHADWICK; RAVER, 2015). Particularmente, quatro temáticas destacamse quanto aos estudos predominantes acerca da aprendizagem organizacional, são eles: adaptação organizacional, aprendizado a partir da experiência e modelo de feedback de desempenho (KOO et al, 2016).…”

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Cultura E Diversidade Cultural No Contexto Escolar

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Todo o conteúdo deste livro está licenciado sob uma Licença de Atribuição Creative Commons. Atribuição 4.0 Internacional (CC BY 4.0). O conteúdo dos artigos e seus dados em sua forma, correção e confiabilidade são de responsabilidade exclusiva dos autores. Permitido o download da obra e o compartilhamento desde que sejam atribuídos créditos aos autores, mas sem a possibilidade de alterá-la de nenhuma forma ou utilizá-la para fins comerciais.

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“…Multi-sourcing arrangements also may result in other benefits; for example, the spread of outsourcing risks amongst multiple vendors, the reduction of dependency by the client as well as improved adaptability to changing market conditions (Koo, Lee, Heng and Park, 2016;Bapna, Barua, Mani and Mehra, 2010). Multi-sourcing can also help clients source best-ofbreed suppliers, reduce over-reliance on a single supplier, offer greater flexibility and control, promote competition and prevent complacency.…”

Section: Multi-sourcing Arrangements and The Threat Of Opportunistic mentioning

confidence: 99%

Researching IT multi-sourcing and opportunistic behavior in conditions of uncertainty: A case approach

Lioliou

Willcocks

Liu

2019

Journal of Business Research

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Multi-sourcing arrangements are a major trend in the contemporary outsourcing landscape, but our understanding of what makes these complex ventures effective remains relatively fragmented. Our study focuses on the multi-sourcing and opportunistic behavior of service providers, and in particular a relatively neglected but major driver of opportunistic behavior, namely the uncertainty surrounding the transaction. Developing an extended transaction cost economics perspective, our investigation focuses on the roles of internal and behavioral uncertainty and the occurrence of opportunistic behavior. We research a rich multi-sourcing case study within the financial services sector and compare and re-analyze a detailed case in the literature. According to our findings, internal uncertainty creates an 'alignment of actions' problem between outsourcing partners, while behavioral uncertainty can shape an 'alignment of objectives' problem, leading to the occurrence of opportunistic behavior. Our findings further contribute to a more thorough understanding of ways to reduce these uncertainties and facilitate coopetition between multiple vendors.

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Effect of multi-vendor outsourcing on organizational learning: A social relation perspective

Cited by 16 publications

References 87 publications

An Information Processing View on Joint Vendor Performance in Multi-Sourcing: The Role of the Guardian

An Information Processing View on Joint Vendor Performance in Multi-Sourcing: The Role of the Guardian

Cultura E Diversidade Cultural No Contexto Escolar

Researching IT multi-sourcing and opportunistic behavior in conditions of uncertainty: A case approach

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