Impact of Vendor Capabilities on ASP Performance

Swinarski, Matthew; Kishore, Rajiv; Rao, H. Raghav

doi:10.1007/978-3-662-04754-5_22

Cited by 6 publications

(6 citation statements)

References 44 publications

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“…we see that the resource -based theory, when taken in the context of information systems research, identifies infrastructure variables such as communications networks and human resource assets as resources important to the success of an information systems operation. Firms with capabilities specifically in the IT area have an inherent advantage based on their ability to better acquire, develop, implement and manage IT resources [9].…”

Section: Service Provider It Capabilitiesmentioning

confidence: 99%

“…There already exists a wide body of literature analyzing factors that influence a company's decision to outsource [5]; [3]; [6] factors that affect success in outsourcing [7]; [8]; [9], as well as issues of trust between service providers and service recipients in outsourcing [10]. However, the existing body of literature fails to address the unique aspects of global IT outsourcing that make its needs different from other types of outsourcing relationships.…”

Section: Introductionmentioning

confidence: 99%

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The Perspectives of a Global Information Technology Outsourcing Model

Amar¹,

Jillbert²

2019

Proceedings of the Proceedings of the 1st Sampoerna University-Afbe International Conference, SU-AFBE 2018, 6-7 December 2018,

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This paper discusses some major contributors to offshore Information Technology (IT) outsourcing risks and examines some key risk mitigation strategies. Offshore IT outsourcing risks emanating from service provider IT capabilities in terms of their communication networks and human resource assets quality and cultural climate are examined using literature drawn from the areas of resource-based theory and culture theory particulary the transaction cost economies. The role of service recipient risk mitigation strategies including strong contract construction and intelligence gathering in moderating the impact of risk drivers on offshore outsourcing risks is discussed. The role of some key service provider policies and practices including policies regarding employees' acceptable use of client information, practices that seek to increase employee retention, and policies that do not allow employees to work on projects for multiple corporations that are competitors with each other in reducing offshore outsourcing risk is also examined.

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Section: Service Provider It Capabilitiesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Perspectives of a Global Information Technology Outsourcing Model

Amar¹,

Jillbert²

2019

Proceedings of the Proceedings of the 1st Sampoerna University-Afbe International Conference, SU-AFBE 2018, 6-7 December 2018,

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“…Table 2 shows a summary of the typical studies on outsourcing from the perspective of vendors. These studies are primarily essays, with two major topics such as the congruence of outsourcing relationship between the customer and the vendor [e.g., Heeks et al 2000;Kern 1997;Saunders 2002], and the nature of outsourcing vendors [e.g., Michell and Fitzgerald 1997;Swinarski et al 2002]. The main purpose of these studies was to spur researchers to investigate factors and situations that generate the outsourcing benefits delivered to customers through IT outsourcing, and this is done by examining the vendor's strategy and practices, with the assumption that outsourcing vendors ultimately deliver value.…”

Section: Vendor Viewpointsmentioning

confidence: 99%

Exploring the Vendor’s Process Model in Information Technology Outsourcing

Lee¹

2008

CAIS

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Recently, the role of outsourcing vendors in outsourcing projects has been attracting increasing attention. This would imply that the studies on outsourcing truly require an understanding of both parties, i.e., the vendor and the customer, to realize the expected benefits. Although such benefits are mainly determined by how the outsourcing process is defined and managed, limited research has been done on the outsourcing process from the vendor's perspective. The objective of this study is to provide guidance to organizations that plan to outsource or have already outsourced their IT functions in order for them to reap greater outsourcing benefits by understanding the vendor's outsourcing process model. It also aims to assist vendors by exploring what key steps and concerns throughout the outsourcing process exist. To do so, this study develops a vendor's outsourcing process model containing the type of vendor and structure of the vendor organization which comes strictly from the viewpoint of vendors. This is based on the author's working experience and in-depth interviews with outsourcing practitioners in 15 IT companies. Such a model can provide valuable insights into the interconnection of vendor's and customer's outsourcing processes. Moreover, it can help customers and vendors expand their understanding of the outsourcing process from beginning to end.

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“…First, and most importantly, research to-date has focused primarily on the client perspective, and little exists on the vendor's perspective (Dibbern, et al 2004, Hui andBeath 2002). Although more recent studies have looked at the vendor's perspective (for example, Ang and Straub 2002, Currie and Seltsikas 2001, Swinarski, et al 2002, this area remains heavily under-researched. This creates an imbalanced view, since IT outsourcing is essentially an inter-organizational relationship that involves two parties -both the client and the vendor.…”

Section: Transactionmentioning

confidence: 99%

“…Recognizing this need, more recent studies have looked at the vendor's perspective. However, many of them adopt a macro-perspective of the vendor industry, studying vendors' business models and strategies, services provided, and core capabilities (Ang and Straub 2002, Currie and Seltsikas 2002, Currie and Seltsikas 2001, Michell and Fitzgerald 1997, Swinarski, et al 2002.…”

Section: Introductionmentioning

confidence: 99%

The duality of contractual relations in IT outsourcing : essays on psychological contracting and value creation

Koh¹

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The continued growth of IT outsourcing suggests that it is an important strategic alternative that cannot be simply ignored. However, research has been heavily biased towards the client's perspective, with little work being done from the vendor's perspective, even though outsourcing is essentially an interorganizational relationship that involves two parties. The primary objective of this thesis is, therefore, to provide a balanced view by looking at the duality of IT outsourcing, to address the broad research question: How successful is IT outsourcing, from both the client and vendor perspective? This is done through two separate but related studies that focus on the duality of IT outsourcing. The first essay uses psychological contract theory to study IT outsourcing management from a dual perspective. Research has focused on antecedents to outsourcing, and comparatively few studies have looked at managing of the relationship. Essay 1 addresses this gap by studying outsourcing management through a psychological contract lens that focuses on mutual client-vendor obligations. Using a sequential, qualitative-quantitative approach, I identified these obligations, and demonstrated empirically their impact on success. Content analysis of interview transcripts from the qualitative study showed that both clients and vendors identified six obligations from each other that are critical to success. Results from the second quantitative study showed that fulfilled obligations predicted success over and above the effects of project type, duration, and size.

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Impact of Vendor Capabilities on ASP Performance

Cited by 6 publications

References 44 publications

The Perspectives of a Global Information Technology Outsourcing Model

The Perspectives of a Global Information Technology Outsourcing Model

Exploring the Vendor’s Process Model in Information Technology Outsourcing

The duality of contractual relations in IT outsourcing : essays on psychological contracting and value creation

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