•We develop a conceptual framework of bilateral outsourcing capabilities for successful IT outsourcing.•This study develops four propositions that prescribe multiple alternative ways to configure IT ...outsourcing capabilities for IT outsourcing success.•This study makes contributions to the IT outsourcing literature by developing new theoretical insights on the complex nature of outsourcing capabilities.•Our conceptual framework and a matching configurational approach with fsQCA can guide IS researchers for investigating similar kinds of phenomena in IS.•Our prescriptive propositions help practitioners to configure their own capabilities as well as their partners’ capabilities to effectively achieve IT outsourcing success.
Despite the extensive proliferation of Information Technology Outsourcing (ITO), firms often obtain unsatisfactory outsourcing outcomes due to the lack of appropriate outsourcing capabilities of a client or their vendor. ITO clients strive to enhance outsourcing performance by establishing their own outsourcing capabilities as well as contracting with capable vendors to meet their strategic needs. Thus, for the success of an ITO project, it is imperative to find an effective combination of complementary outsourcing capabilities on both sides. However, knowledge of how to identify and develop a set of appropriate outsourcing capabilities of both client and vendor has yet to be developed. This study aims to fill this knowledge gap by elaborating on the configurational mechanisms of outsourcing capabilities from a bilateral perspective, which explicate how multiple types of client and vendor outsourcing capabilities combine into configurations simultaneously to produce high ITO performance. First, based on the ITO literature, we develop a conceptual framework that identifies three key types of outsourcing capabilities. Then, with the matched dataset collected from a client and their vendor, we conduct a fuzzy-set qualitative comparative analysis (fsQCA), which is a set-theoretic configurational method to investigate the systemic and holistic interdependencies among key outsourcing capabilities that produce high outsourcing performance. On the basis of the conceptual framework and empirical findings, we present four viable propositions to build configurations of client and vendor ITO capabilities that can achieve ITO success with theoretical and practical implications.
We analyze how research and development (R&D) outsourcing influences product innovation. We propose a separation between learning from R&D outsourcing, whereby the firm improves its ability to ...innovate by using outsourced R&D directly in new products, from learning by R&D outsourcing, whereby the firm indirectly uses outsourced R&D by integrating it with internal R&D to create new products. Building on the knowledge-based view, we argue that learning from R&D outsourcing is likely to have an inverse U-shaped relationship with product innovation, because the initial benefits of using outsourced component R&D knowledge to innovate products is eventually outweighed by the hollowing out of the firm's ability to innovate. In contrast, we propose that learning by R&D outsourcing is likely to have a U-shaped relationship with product innovation, because the initial challenges of integrating internal and external R&D are eventually overcome, resulting in more innovations. Finally, we distinguish between domestic and foreign R&D outsourcing and propose a liability of foreignness in R&D outsourcing as it has a lower impact on new products than domestic R&D outsourcing. The empirical analysis shows that outsourced R&D has an inverted U-shaped relationship with the number of new products, while the interaction between outsourced R&D and internal R&D has a U-shaped relationship with the number of new products. It also shows that domestic outsourced R&D has a higher positive impact on the number of new products than foreign outsourced R&D.
•Introduce two new concepts on R&D outsourcing: learning from R&D outsourcing (direct effect) and learning by R&D outsourcing (indirect effect).•Propose an inverse U-shaped relationship between learning from R&D outsourcing and number of new products.•Propose a U-shaped relationship between learning by R&D outsourcing and number of new products.•Separate R&D outsourcing by location: domestic and foreign.•Introduce the liability of foreignness in R&D outsourcing concept, explaining why foreign R&D outsourcing has a lower positive effect than domestic R&D outsourcing on number of new products.
Private set computation over multi-owner databases is an important problem with many applications — the most well studied of which is private set intersection (PSI). This article proposes Prism , a ...secret-sharing based approach to compute private set operations (i.e., intersection and union, as well as aggregates such as count, sum, average, maximum, minimum, and median) over outsourced databases belonging to multiple owners. Prism enables data owners to pre-load the data onto non-colluding servers and exploits the additive and multiplicative properties of secret-shares to compute the above-listed operations. Prism takes (at most) two rounds of communication between non-colluding servers (storing the secret-shares) and the querier for executing the above-mentioned operations, resulting in a very efficient implementation. Prism also supports result verification techniques for each operation to detect malicious adversaries. Experimental results show that Prism scales both in terms of the number of data owners and database sizes, to which prior approaches do not scale.
WeIghtIng the factors affectıng logıstıcs outsourcıng Karamaşa, Çağlar; Demir, Ezgi; Memiş, Salih ...
Decision Making. Applications in Management and Engineering (Online),
3/2021, Letnik:
4, Številka:
1
Journal Article
Recenzirano
Odprti dostop
Today, growing and changing competitive conditions, products, and services, free movement of labor, and businesses with the information they develop strategies that create value to obtain a ...competitive advantage. Now, final buyers have the convenience of purchasing the products they demand with the features and conditions they want and at the price they accept. In such an environment, businesses use their supply chain and logistics activities more effectively and efficiently than their competitors. Today, achieving a strategic superiority in a global market where the content and quality of the products are the same is only possible by delivering the desired products to the customer at the desired price, at the desired time, in the desired amount, through the right channel, as quickly as possible and without any damage. In such a situation, the desire to focus on the main activities of the enterprises, the need for effective logistics operations, etc. logistics outsourcing has increased rapidly for reasons. Businesses can carry out logistics activities requiring expertise thanks to third party logistics (3PL) service providers in the field such as transportation, storage, customs clearance, without investing in logistics. For logistics outsourcing to be beneficial, a correct logistics service provider must be selected under the needs of the business. Selecting the right logistics service provider is important in increasing the benefit of outsourcing. In this study neutrosophic AHP was used to prioritize the factors.
Two types of information technology (IT) outsourcing governance-contractual and relational-are commonly employed to address different goals in IT service management in outsourcing arrangements. ...Contractual governance helps improve efficiency in an outsourcing relationship, whereas relational governance facilitates satisfying changing business needs. Past literature argues that both forms of governance are important and that an appropriate balance between them is necessary. This study finds that these two forms of governance often conflict with one another. We contribute to the research on IT outsourcing governance by opening the black box of the evolutionary process of achieving ambidexterity in this context. Organizations shift their focus between contractual and relational forms of governance in an attempt to develop practices that address conflicts between the two forms. We present the findings from a qualitative study of an organization that outsourced its IT services. Our findings reveal how a balance between contractual and relational governance can be achieved through a process we call the ambidexterity pendulum.
The coordination of effort within and among different expert groups is a central feature of contemporary organizations. Within the existing literature, however, a dichotomy has emerged in our ...understanding of the role played by codification in coordinating expert groups. One strand of literature emphasizes codification as a process that supports coordination by enabling the storage and ready transfer of knowledge. In contrast, another strand highlights the persistent differences between expert groups that create boundaries to the transfer of knowledge, seeing coordination as dependent on the quality of the reciprocal interactions between groups and individuals. Our research helps to resolve such contested understandings of the coordinative role played by codification. By focusing on the offshore-outsourcing of knowledge-intensive services, we examine the role played by codification when expertise was coordinated between client staff and onsite and offshore vendor personnel in a large-scale outsourcing contract between TATA Consultancy Services (TCS) and ABN AMRO bank. A number of theoretical contributions flow from our analysis of the case study, helping to move our understanding beyond the dichotomized views of codification outlined above. First, our study adds to previous work where codification has been seen as a static concept by demonstrating the multiple, coexisting and complementary roles that codification may play. We examine the dynamic nature of codification and show changes in the relative importance of these different roles in coordinating distributed expertise over time. Second, we reconceptualize the commonly accepted view of codification as focusing on the replication and diffusion of knowledge by developing the notion of the codification of the "knower" as complementary to the codification of knowledge. Unlike previous studies of expertise directories, codification of the knower does not involve representing expertise in terms of occupational skills or competences but enables the reciprocal interrelating of expertise required by more unstructured tasks. PUBLICATION ABSTRACT
IT outsourcing development trends Fedorova, Svetlana
SHS Web of Conferences,
2021, Letnik:
106
Journal Article, Conference Proceeding
Recenzirano
Odprti dostop
IT outsourcing is one of the new types of outsourcing. One of the current trends is the use of IT instead of other types of outsourcing. IT outsourcing implies the maintenance of the entire ...information infrastructure of a company (or individual components) by a third-party company, which specializes in these processes. This is a refusal to hire information technology specialists. There is no universal classification of IT outsourcing services. Several types of IT outsourcing can be distinguished: external and internal; resource and functional; outsourcing of IT infrastructure, IT processes or full outsourcing; disposable and long-term; main and additional. The IT outsourcing has a number of advantages: financial savings, the ability to engage in specialized activities, professional services, promptness of implementation of new technologies. IT outsourcing has some disadvantages: data security, trade secrets, and poor-quality services. Before using IT outsourcing services, a company should analyze business processes, determine the economic efficiency, and conclude a contract.
PDF
