Re‐engineering business processes through application service providers

Abstract

The quest for service excellence and competitive edge by firms result in the constant search for effective process and information systems management methods. The recent emergence of the application service provision (ASP) business model has promised firms remote‐access to industry robust business processes and “best of breed” enterprise applications on a rental basis. This paper examines how the ASP business model facilitates business process and information systems improvements in firms through effective process management. This is pursued through a review of relevant literature and empirical evidence gathered from a case study‐based investigation in six firms in the UK. By examining the features of remote application and business process outsourcing in the context of business process management, this paper outlines how firms can improve their business and IT performance. Findings from empirical evidence are used to substantiate the arguments and suggest areas for future research.

Effects of Outsourcing on National Forest Plantation Development Programme in Ghana

“…Much of the literature claims that outsourcing helps organisation"s to concentrates on its core competencies (Quelin and Duhamel, 2003;Corbett, 2004;Weerakkody and Curries, 2003). In terms of outsourcing reducing cost authors such as (Brown and Wilson, 2005;Gonzalez et.al., 2005;and Clott, 2004) highlighted its advantage.…”

“…He indicated further that by knowing one"s own unique competitive advantage, one is well placed to decide what task the firm is doing that other firms could perform better. Organisations strategically take outsourcing decisions because they want to concentrate on their core competence (Weerakkody and Curries, 2003). They added that if organisations focus on their core competence it leads to improvement in business focus, increase in competitiveness and as well as leveraging the firm"s skills and resources.…”

“…In terms of outsourcing reducing cost authors such as (Brown and Wilson, 2005;Gonzalez et.al., 2005;and Clott, 2004) highlighted its advantage. For outsourcing to be beneficial to organisations as indicated by Corbett (2004) an organization must know its business core identity while Weerakkody and Curries (2003) affirmed that it leads to improvement in business focus. Given the importance of outsourcing and its advantages to organization"s operations and performance, it is critical that organization must not only focus in the advantages but also consider the challenges as well for a practical and holistic decision making on the outsourcing.…”

The Challenges of Managing an Organisation during and after the Economic Crisis

“…In an attempt to cut costs to improve and save the business from bankruptcy, the company may compromise the quality and the desirability of its products and services. This poses a challenge for senior executives, who wish to remain at the competitive edge through technology innovation [11]. Human resources are a source of sustainable competitive advantage because they are a representation of unique skills that are difficult to duplicate and replace [8].…”

Analysing risks in supply networks to facilitate outsourcing decisions

“…The anticipated benefits of outsourcing are to improve profitability and operating efficiency (Gonzalez et al 2005), reduce capital investment (Lynch 2004), improve business focus (Baldwin et al 2001, Weerakkody et al 2003, enhance flexibility (Jennings 2002, Lynch 2004, and to gain a competitive advantage (Clott 2004). However, as an organisation's dependency on outsourced materials increases, it becomes more susceptible to the risk profiles associated with their suppliers.…”