Revisiting learning outcomes from market led ICT outsourcing

Choudhuri, Bhaskar; Maguire, Stuart; Ojiako, Udechukwu

doi:10.1108/14637150910975543

Cited by 13 publications

(7 citation statements)

References 100 publications

(147 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Nonetheless, the multiple regression analysis shows that only two BCM Factors namely External with the past studies on BCM (Bakar, Yaacob, Udin, Hanaysha, & Loon, 2017;Choudhuri, Maguire, & Ojiako, 2009;Herbane et al, 2004;Hoong & Marthandan, 2013;Järveläinen, 2013;Peterson, 2009;Woodman, 2008). Besides the corporate governance, the pressure from the customers who demand for Support has a significant relationship with Overall Organizational Performance (Chow, 2000;Chow & Ha, 2009;Hoong & Marthandan, 2013;Järveläinen, 2013 instead of the senior management.…”

Section: Discussionmentioning

confidence: 99%

Critical Success Factors Of Effective Business Continuity Management: A Malaysian Case Study

Bakar¹

2018

The European Proceedings of Social and Behavioural Sciences

View full text Add to dashboard Cite

This paper examines the critical success factors of effective Business Continuity Management (BCM) practiced by Malaysian organizations. The effectiveness of BCM is measured by the overall organizational performance which comprise of financial and non-financial performance indicators. For purpose of data collection, conventional and electronic survey questionnaires were deployed to a total of 147 organizations nationwide involving the private and public sectors. This study managed to obtain 77 usable responses from the respondents which reflecting 55 percent of effective response rate. Using the multiple regression analysis techniques, the study reveals that external requirement and embeddedness of continuity practices have significant relationships with the overall organizational performance. Meanwhile, the management support and organizational preparedness are not significantly related to overall organizational performance. Theoretically, the research framework is supported by the Resource Base View (RBV), crisis management and stakeholder theories. The study contributes in the theoretical framework for understanding the critical success factors that affect the establishment of effective BCM in an organization that eventually lead to superior performance. This study believes that by understanding the relationships, it could contribute to the betterment of the overall organizational performance. Furthermore, this paper also highlights the limitation of the study and recommendation for future researches.

show abstract

Section: Discussionmentioning

confidence: 99%

Critical Success Factors Of Effective Business Continuity Management: A Malaysian Case Study

Bakar¹

2018

The European Proceedings of Social and Behavioural Sciences

View full text Add to dashboard Cite

show abstract

“…These stakeholder groups may have different perceptions regarding the factors that drive or inhibit performance. This study unpacks these differences to assist ITO service managers and client managers to align their perceptions, seeing that they both have vested interest in improving performance of ITO employees (Choudhuri, Maguire Ojiako, 2009). This joint partnership strategy is due to the realisation that "vendor's human resource -related issues are a key source of risk for client's IT projects.…”

Section: Stakeholder's Perceptions In Itomentioning

confidence: 99%

“…The employees are exposed to a duality of command from the two types of managers. These stakeholder groups may have different perceptions about the factors that drive or inhibit performance of the employees, but both the client and the service provider management are interested in driving performance of ITO employees (Choudhuri, Maguire and Ojiako, 2009).…”

Section: Introductionmentioning

confidence: 99%

Stakeholder views on the drivers and inhibitors of performance of outsourced information technology employees

Dibetso

Sutherland

Scheepers

2018

EBR

View full text Add to dashboard Cite

The purpose of this study is to empirically quantify the factors that are perceived to drive or inhibit performance of information technology (IT) outsourced employees from a range of information technology outsourcing (ITO) stakeholders in South Africa. Design /methodology/approach: The first phase was a qualitative study on 19 stakeholders focussed on the development of the constructs. The second phase was quantitative, with a sample of 116 ITO stakeholders of the largest IT company in South Africa. Findings: The study revealed that the ITO stakeholders had misaligned perceptions on inhibitors and somewhat congruent perceptions with regards to drivers of performance. Managers and poor performers' perceptions of inhibiting factors of performance were significantly different. The empirical evidence showed that the key drivers of performance were intrinsic factors and leadership, whilst the inhibiting factors were mainly related to poor leadership. Research limitations/ implications: The major limitation was that the population was represented by one large organisation in the South African IT industry and its clients, thereby excluding the rest of the IT industry participants, specifically the medium and small IT companies. The quota sample resulted in a non-probability study, and thus, the results of this study may not necessarily be generalised to other populations. This study's 2 findings on differences between good and poor performers must be investigated in other industries. Practical implications: For outsourced employees to perform optimally, some key intrinsic factors must be fulfilled. Passion and pride, aligned to a meaningful job role, will unleash outstanding performance. Organisations need to ensure that there is regular feedback to managers on their performance and subsequent leadership development. Alignment of managers and poor performers' perceptions on drivers and inhibitors could improve performance. Social implications: These findings demonstrate the large gap in perceptions about the key drivers and inhibiters of performance. Originality/ Value: The study reveals that top performers tend to have higher order and intrinsic motivators, compared to poor performers, who have a mixture of extrinsic and intrinsic needs, and managers have a misaligned expectation of extrinsic motivators.

show abstract

“…The following section discusses these findings and justifies their importance for future research and practical challenges of process management in DR. "Scenario-based" & "Proactive "approach and structure Aziz et al 2009;Diego 2008;Dommun 2009;Gannapati 2008;Iyer & Bandyopadhyay 2000;Niranjan et al 2007 C3 "Community-based" approach Alexander et al 2006;Diego 2008;Gannapati 2008;Green 1995;Ink 2008;Labadie 2008;Leslie 1995;Pardasani 2006;Rajib 2006 C4 "Operational approach" to built disaster lessons and experiences sys. Diego 2008;Ekici et al 2009;Ghafory-Ashtiany 1999;Gupta & Sharma 2006;Leslie 1995;Moe 2010;Rajib 2006;Sugimoto et al2010 C5 Simple organization structure with not many levels, outsourcing, temporary team, instituting coordination team & appointing liaison role Beggan 2011;Choudhuri et al 2009;Dommun 2009;Ekici et al 2009;Ink 2008;Iyer & Bandyopadhyay 2000;Jayatilaka et al 2003;Pai and Basu 2007;;Ramirez 2010;Sarker et al 2009;Weerakkody et al 2003 C6 Providing IT Disaster recovery plan, Disaster recovery central plan, Strategy, policy, booklet, guideline, uniform conditions before disaster happens Alexander et al 2006;Barakat & Strand 1995;…”

Section: Analysis Of Dr Operational Processes (Research Question 2)mentioning

confidence: 99%

Disaster Recovery-New Challenges and Opportunities for Business Process Management Research and Practice

Marjanovic

Hallikainen

2013

PAJAIS

View full text Add to dashboard Cite

Managing processes across community/NGOs, government and business agencies brings upon brand new challenges, yet to be explored by the Business Process Management (BPM) community. This research focuses on disaster recovery, as a prime example of such a complex cross-organisational environment. Even though every disaster is unique, when considered from the process perspective, disaster recovery could be seen as a set of operational processessome of which are highly structured and predefined, while the others are knowledge-intensive i.e. highly emergent, ad-hoc processes that need to be designed in-situ and managed as they evolve. Through an in-depth review of the relevant literature published by the Business Process Management (BPM) and disaster recovery (DR) research communities this paper reports on the existing research on the management of DR processes. The literature was analysed through a theoretical lens combining two existing frameworks previously developed and used by the BPM community. Our research provides insights into the main characteristics of DR processes and the existing research gaps found across BPM and DR. These insights were used to identify relevant theories that could be used by information systems researchers to study different aspects of DR processes, in particular: (i) sharing and co-creation of process-related knowledge among very diverse process participants; (ii) management of data and information flows across different types of organizations (business, governmental and community/NGOs); (iii) flexible coordination mechanisms, and (iv) provision of more flexible IS support for these emerging knowledge-intensive processes.

show abstract

Revisiting learning outcomes from market led ICT outsourcing

Cited by 13 publications

References 100 publications

Critical Success Factors Of Effective Business Continuity Management: A Malaysian Case Study

Critical Success Factors Of Effective Business Continuity Management: A Malaysian Case Study

Stakeholder views on the drivers and inhibitors of performance of outsourced information technology employees

Disaster Recovery-New Challenges and Opportunities for Business Process Management Research and Practice

Contact Info

Product

Resources

About