Integration of Global Knowledge Networks

Anderson, Edward G.; Parker, Geoffrey

doi:10.1111/poms.12181

Cited by 48 publications

(90 citation statements)

References 256 publications

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“…Integration is referred to as the degree of collaboration among internal and external organizational units that are required to work together to deliver interdependent services [5], [9], [22]. According to Gulati et al [9], integration can be achieved by establishing coordination and cooperation between the organizational units.…”

Section: B Service Integration In Multi-sourcingmentioning

confidence: 99%

“…With growing complexity, multi-sourcing gradually necessitates managing the integration of interdependent services [4], [5]. In the following, we will first introduce the retained organization before reviewing the state of research regarding service integration.…”

Section: Theoretical Foundations and Related Workmentioning

confidence: 99%

“…Organizational structures for managing multi-sourcing service integration, however, have not been researched sufficiently [4], [13]. Particularly, the question of how to design the multisourcing organization in order to foster integration is an important issue that is still under-researched [5]. In this context, the distribution of accountabilities is a key issue (e.g.…”

Section: Introductionmentioning

confidence: 98%

“…But, retaining management functionality is also important for effective service integration (e.g. [5]). Organizational structures for managing multi-sourcing service integration, however, have not been researched sufficiently [4], [13].…”

Section: Introductionmentioning

confidence: 99%

“…Customers struggle with the management of multiple providers [3] and the integration of their interdependent services [4]. In this complex service landscape [5], customers face the challenge of getting naturally competitive service providers to work together. These are trying to increase their share, which negatively impacts collaboration [6], [7].…”

Section: Introductionmentioning

confidence: 99%

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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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Section: B Service Integration In Multi-sourcingmentioning

confidence: 99%

Section: Theoretical Foundations and Related Workmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

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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Sourcing structures and the execution efficiency of information technology projects: A comparative evaluation using stochastic frontier analysis

Mishra

Sinha

Thirumalai

et al. 2019

J of Ops Management

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In the pursuit of low‐wage labor and access to technical talent, information technology (IT) projects today are often executed with sourcing structures that span the boundaries of a firm, a country, or both. Although the strategic implications of sourcing structures have received considerable attention in theory and practice, their implications from a project execution standpoint—specifically, in terms of execution efficiency—remain under‐researched. Based on a large primary dataset on IT projects with distributed sourcing structures, this paper documents the findings of a theoretically grounded, empirical investigation using stochastic frontier analysis that evaluates whether and to what extent does the execution efficiency of projects vary across various types of sourcing structures (namely, Domestic‐Insourcing, Domestic‐Outsourcing, Offshore‐Insourcing, and Offshore‐Outsourcing). The results provide support for differential effects of crossing a firm or country boundary, or both boundaries, on the execution efficiency of IT projects. Specifically, we find that the execution efficiency of IT projects is significantly lower when their sourcing structures cross a country boundary (Offshore‐Insourcing and Offshore‐Outsourcing) relative to when their sourcing structures do not cross a country boundary (Domestic‐Insourcing and Domestic‐Outsourcing). Notwithstanding these trends across sourcing structures, a split‐sample analysis of execution efficiency levels reveals that each structure presents a viable alternative for managers to realize high levels of execution efficiency. Finally, additional analysis highlights the benefits of sourcing structure capabilities—as represented by the extent of risk management planning and agile project management—in improving execution efficiency in IT projects that cross a country boundary.

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The effects of product development network positions on product performance and confidentiality performance

Lan

Massimino

Gray

et al. 2020

J of Ops Management

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Product development networks facilitate access to information, knowledge, and technologies that are otherwise difficult to obtain during innovation activities. Most current research on networks focuses on studying product performance benefits, but ignores the potential negative effects on confidentiality performance. Addressing this gap, we investigate how two key components of a firm's network position-network centrality and structural holes-affect both product and confidentiality performance. To do this, we assemble a panel of 1,468 electronic video games designed and developed by 591 developers over an 11-year period. We find that higher network centrality relates to better product performance but worse confidentiality performance. Meanwhile, firms spanning more structural holes enjoy better performance across both dimensions. In an exploratory analysis, we find that product novelty strengthens the positive relationship between network centrality and product performance but mutes the positive relationship between structural holes and product performance. We discuss the importance of these findings to the literature on innovation in inter-organizational networks.

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Integration of Global Knowledge Networks

Cited by 48 publications

References 256 publications

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

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

Sourcing structures and the execution efficiency of information technology projects: A comparative evaluation using stochastic frontier analysis

The effects of product development network positions on product performance and confidentiality performance

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