Outsourcing capabilities, organizational structure and performance quality monitoring: Toward a fit model

Plugge, Albert; Bouwman, Harry; Molina-Castillo, Francisco-José

doi:10.1016/j.im.2013.04.006

Cited by 29 publications

(9 citation statements)

References 17 publications

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“…Fourth, a first-order factor was added, with all of the measures, as an indicator to the researcher's theoretical model and to compare indicator loadings before and after adding the common latent factor. There were no differences greater than 0.200 and so it was concluded that common method bias was not a great problem (Plugge, Bouwman, & Molina-Castillo, 2013;Podsakoff et al, 2003).…”

Section: Sample and Proceduresmentioning

confidence: 92%

Entrepreneurial decision-making, external social networks and strategic flexibility: The role of CEOs' cognition

Fernández‐Pérez

Morales

Pullés

2016

European Management Journal

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Section: Sample and Proceduresmentioning

confidence: 92%

Entrepreneurial decision-making, external social networks and strategic flexibility: The role of CEOs' cognition

Fernández‐Pérez

Morales

Pullés

2016

European Management Journal

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“…Han et al (2013) found that vendor capabilities contribute positively to project performance, and the contribution is stronger when they are complemented by client capabilities. Plugge et al (2013) found that adjustments in vendor capabilities can lead to enhanced outsourcing performance, and the enhancement is stronger when there is a fit between vendor capabilities and their organizational structure. Su (2013) found that vendors’ capabilities can influence their internationalization strategy, and this influence can be either direct or mediated by client relationships.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Vendor capabilities have been an important research stream in the ITO literature. The prior studies have focused on three topics: what the capabilities are (Ethiraj et al, 2005; Feeny et al, 2005; Levina and Ross, 2003; Nevo and Kotlarsky, 2014), how the capabilities drive performance (Han et al, 2013; Palvia et al, 2010; Plugge et al, 2013), and how to develop these capabilities (Su, 2013; Jarvenpaa and Mao, 2008; Levina and Ross, 2003).…”

Section: Introductionmentioning

confidence: 99%

How do IT outsourcing vendors develop capabilities? An organizational ambidexterity perspective on a multi-case study

Pan

2020

Journal of Information Technology

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Vendor capabilities are an important research stream in the IT outsourcing literature. The extant studies have generated rich findings on how vendors develop capabilities, but these findings have mainly been based on the condition of vendors improving their existing business. How vendors develop capabilities to move up the value chain has received little prior research attention. A key challenge for vendors in moving up the value chain is the development of new capabilities while maintaining the existing ones. This challenge is consistent with achieving exploration and exploitation in organizational ambidexterity. Hence, we adopt organizational ambidexterity as our theoretical lens. By conducting a case study on four IT outsourcing vendors in China, we identify four classifications for achieving ambidexterity in capability development and the context for each classification. These classifications are based on combinations of different structural arrangements and processes for achieving ambidexterity. Our study contributes to the research on IT outsourcing vendor capabilities by improving our understanding of capability development in vendors moving up the value chain. It also contributes to the organizational ambidexterity literature by identifying the factors that influence the choices of different structural arrangements and processes.

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“…In management literature the organizational context is perceived to be a key determinant for business maturity and performance [22,23]. Scholars have studied the degree of maturity in management and outsourcing research and identified various key influencing factors, namely: focus on core or non-core activities [24], risk strategies [25], IT and business orientation relationship management [26], governance [27], integration potential [28], and sourcing capabilities [29]. As the performance of an organization is affected by the staff's behavior and quality we may assume that their degree of maturity may differ.…”

Section: Organizational Maturitymentioning

confidence: 99%

Understanding the Modularization of Business Services: The Maturity of Firms in Bundling Services

Plugge

Bouwman

2017

Lecture Notes in Business Information Processing

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Sourcing literature reveals that large firms bundle or unbundle existing business services by means of modularization to achieve organizational agility. However, one may assume that firms need some degree of maturity to manage the complexity that comes along with bundling modularized services. The aim of our research is to understand how modularization interrelates with firm maturity when bundling business services, a topic that has been given limited attention in sourcing literature. Based on an exploratory research amongst 110 firms we found evidence for the relevance of influencing factors on firm maturity in bundling services. The findings provide evidence that the number of business services and the size of the firm correlate with the maturity of the firm. More specifically, our analysis identified that the type of market in which a firm acts (i.e. private or public) and adding the Marketing business function to a bundle does not increase firm maturity. Our empirical research contributes to sourcing literature as we expanded previous research by taking a more in-depth view on business services while providing up-todate insights.

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Outsourcing capabilities, organizational structure and performance quality monitoring: Toward a fit model

Cited by 29 publications

References 17 publications

Entrepreneurial decision-making, external social networks and strategic flexibility: The role of CEOs' cognition

Entrepreneurial decision-making, external social networks and strategic flexibility: The role of CEOs' cognition

How do IT outsourcing vendors develop capabilities? An organizational ambidexterity perspective on a multi-case study

Understanding the Modularization of Business Services: The Maturity of Firms in Bundling Services

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