1,721,060 research outputs found
Exploring the effect of familiarity and advisory services on innovation outcomes in outsourcing settings
Get PDFInnovation through outsourcing can be hindered as a result of opportunistic behaviour. As a remedy, the extant literature encourages firms to enhance familiarity between the parties and/or consider using advisory services. In this paper, we seek to examine the effect of knowledge familiarity (client–supplier and supplier–client) and relational familiarity on innovation outcomes. Further, we also examine whether the presence of advisors improves innovation outcomes. Our results suggest that a higher degree of relational familiarity and client–supplier knowledge familiarity are associated with better innovation outcomes. We also reveal that client–supplier knowledge familiarity mediates the effect of supplier–client knowledge familiarity on innovation outcomes. We did not find support for the direct effect of advisors on innovation outcomes. Instead, the presence of advisors moderates the effect of supplier–client and relational familiarity on innovation outcomes. We consider the implications for the IS outsourcing literature and practice
Outsourcing and Innovation. A Comparative Study of Italy and the UK
Get PDFThis research has been conducted by Prof. Ilan Oshri, Director of the Research Centre for Global Sourcing and Services at Loughborough University, Prof. Giovanni Vaia, Director of the Digital Enterprise Lab at Ca’ Foscari University Venice, sponsored by Engineering, an Italian firm. The results of this study are based on a cross-industry survey carried out in 2015 with 150 client firms in Italy (75 firms) and the UK (75 firms) at the executive level who were directly involved in achieving innovation through outsourcing.
In this study, researchers answer this question by comparing innovation performance of Italian and British client firms: how can companies achieve
innovation through outsourcing engagements
Knowledge Reuse
No full textKnowledge reuse is the process through which knowledge is captured, validated, stored, and retrieved. Through the reuse of knowledge, organizations may exploit internal capabilities and improve the effectiveness of their exploration activities (March, 1999). Knowledge reuse processes emphasize the centrality of knowledge within an organization by aligning information systems and communication technologies with human activity and organizational mechanisms, such as learning processes and organizational structures. The process of knowledge reuse can be systematic and planned; however, it can also be carried out in an informal manner through social networks and interpersonal ties (Newell, 2004). While knowledge reuse is explored from an entitative perspective, in which knowledge is generic, accessible, and codifiable, other views, such as social construction (Lave & Wenger, 1991), are also considered in this article. Furthermore, various contexts are considered in this article; however, the emphasis in this article is on knowledge reuse activities in product development and project management contexts. </jats:p
Going Beyond Counting First Authors in Author Co-citation Analysis
Get PDFThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Knowledge Reuse
No full textKnowledge reuse is the process through which knowledge is captured, validated, stored, and retrieved. Through the reuse of knowledge, organizations may exploit internal capabilities and improve the effectiveness of their exploration activities (March, 1999). Knowledge reuse processes emphasize the centrality of knowledge within an organization by aligning information systems and communication technologies with human activity and organizational mechanisms, such as learning processes and organizational structures. The process of knowledge reuse can be systematic and planned; however, it can also be carried out in an informal manner through social networks and interpersonal ties (Newell, 2004). While knowledge reuse is explored from an entitative perspective, in which knowledge is generic, accessible, and codifiable, other views, such as social construction (Lave & Wenger, 1991), are also considered in this article. Furthermore, various contexts are considered in this article; however, the emphasis in this article is on knowledge reuse activities in product development and project management contexts. </jats:p
How to Drive Innovation Within Outsourcing Relations: The Role of Performance Evaluation and Management Control Systems
No full textThe themes of performance and outsourcing have been the subjects of extensive studies in academic literature for a long time. Literature has explored a variety of control structures and practices, as archetypes of management control within and between organizations, with the aim of identifying the optimal control design. The design of management control in ITO becomes part of a general problem of effective governance structures and the role of accounting information. However, many accounting related aspects remain unexplored. \ud
We explore in this paper the “lateral processing of information” [1], trying to move beyond the static concept of control, adopting a dynamic view, with the aim of better taking into account both the evolution and change of the outsourcing relationship as well as the factors that have influenced this process. Our empirical study focuses on the outsourcing relationship between a public healthcare organization, in Italy, and its supplier. This case highlights how a management control system acts as a mechanism that facilitates to mediate, shape and construct outsourcing relations through self-regulating and orchestration mechanisms
Knowledge Reuse
No full textKnowledge reuse is the process through which knowledge is captured, validated, stored, and retrieved. Through the reuse of knowledge, organizations may exploit internal capabilities and improve the effectiveness of their exploration activities (March, 1999). Knowledge reuse processes emphasize the centrality of knowledge within an organization by aligning information systems and communication technologies with human activity and organizational mechanisms, such as learning processes and organizational structures. The process of knowledge reuse can be systematic and planned; however, it can also be carried out in an informal manner through social networks and interpersonal ties (Newell, 2004). While knowledge reuse is explored from an entitative perspective, in which knowledge is generic, accessible, and codifiable, other views, such as social construction (Lave & Wenger, 1991), are also considered in this article. Furthermore, various contexts are considered in this article; however, the emphasis in this article is on knowledge reuse activities in product development and project management contexts. </jats:p
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