1,720,954 research outputs found
Agile sourcing vergt adaptieve serviceproviders
No full textDe markt waarin serviceproviders opereren, verandert snel. Serviceproviders organiseren de levering van IT-diensten meer en meer vanuit offshore captivecenters en de introductie van nieuwe technologieën maakt nieuwe diensten (cloudservices) mogelijk. De toename van het aantal spelers in de serviceprovidermarkt leidt tot specialisatie waarbij steeds minder providers ‘alles’ kunnen en willen leveren. Daarnaast ervaren providers dat zij zich als gevolg van veranderende omstandigheden bij de klant sneller moeten aanpassen en inspelen op de ‘agilebehoefte’ van klanten. Voor serviceproviders is het daarom essentieel aandacht te blijven besteden aan het leveren van hoogwaardige sourcingsprestaties. De vraag is hoe ze dit het beste kunnen aanpakken.Infrastructures, Systems and ServicesTechnology, Policy and Managemen
Managing change in IT outsourcing arrangements
No full textFew studies in the field of IT outsourcing relations include the view of providers. Previous research has identified the lack of sustainability in service performance as a recurring problem, e.g. the continuous delivery of high quality services over time. It can be argued that IT outsourcing providers who manage to establish a dynamic fit between sourcing capabilities and their own organizational structure are less susceptible to changes in their clients’ environment. Moreover, IT providers who monitor their clients’ developments are expected to be able to adapt to changing client circumstances and realize a sustainable performance. This research is based on both qualitative and quantitative exploratory research. Three provider organizations were selected: a domestic provider, an offshore provider, and a global provider. To conclude, our case studies provided sufficient evidence that a fit between sourcing capabilities and organizational structure contributes to a positive sourcing performance. Our research revealed that providers that are able to adapt to changing client circumstances, while establishing a fit at the same time, succeed in achieving a sustainable performance. Since the provider-side of IT outsourcing arrangements is under-researched our study contributes to partially filling this gap. From a managerial perspective, our results suggest that monitoring and assessing changing client circumstances regularly are a prerequisite for providers to become an agile organization.Section ICTTechnology, Policy and Managemen
Adaptive IT service providers: Facts or fiction?
No full textMany companies and organizations find that outsourcing the IT function is an effective way to implement their business strategy. Enterprises that outsource expect their service providers to provide high-quality IT services. Nonetheless, experience shows that not all service providers succeed in providing the consistent performance agreed upon for IT services. The multidisciplinary nature of IT outsourcing leads to increased complexity and this impacts the realization of consistent performance. The purpose of this paper is to provide insight into a methodology that will enable service providers to achieve consistent performance for their customers. The methodology we developed and the corresponding measuring tools are also discussed.Infrastructures, Systems and ServicesTechnology, Policy and Managemen
Tensions in Global IT Multisourcing Arrangements: Examining the Barriers to Attaining Common Value Creation
No full textPrevious contributions on IT multisourcing were mainly focused on strategy and governance. The way in which actors exchange value as well as information and knowledge has been ignored. Given this void, this paper adopts the ecosystem metaphor and concepts from business model thinking to study common value creation and capturing. An exploratory, case-study is used to study a global IT multisourcing arrangement. The results indicate four barriers in ecosystems that may hinder value creation: managed interdependencies, resource integration, ecosystem boundary spanners, and formal inter-organizational contractual agreements. We contribute to IS literature by exploring, beyond the strategic decision to collaborate, the complexity and mutual dependencies of competing and collaborating actors within a global IT multisourcing context.Information and Communication Technolog
Complexity is in the Eye of the Beholder
No full textThe Information Communications Technology (ICT) industry has been identified to have poor project outcomes (NATO Science Committee, 1969; Standish, 2016). ICT Project complexity has been reported by suppliers and clients as a cause of the poor project outcomes (Sauer & Cuthbertson, 2003; Whittaker, 1999). As the ICT industry becomes more integrated into society through technological advances and automation, firms require approaches and solutions to handle project complexity in order to stay in operation (Bakhshi et al., 2016; Ireland, 2016; Qureshi & Kang, 2014; Ramasesh & Browning, 2014)...Marketing and Consumer Researc
What Do You See in Your Bot? Lessons from KAS Bank
No full textThe introduction of robotic process automation (RPA) has created an opportunity for humans to interact with bots. While the promise of RPA has been widely discussed, there are reports suggesting that firms struggle to benefit from RPA. Clearly, interactions between bots and humans do not always yield expected efficiencies and service improvements. However, it is not completely clear what such human-bot interactions entail and how these interactions are perceived by humans. Based on a case study at the Dutch KAS Bank, this paper presents three challenges faced by humans, and consequently the perspectives humans develop about bots and their abilities to perform work. We then provide a set of five practices that are associated with the management of the interactions between humans and bots.Information and Communication Technolog
AI Enabled Dynamic Capabilities: Helping Large Organisations to Overcome Disruptions with a Capability Orchestration Framework
No full textDue to globalisation and technological advancements, the world is becoming increasingly complex. Volatile, uncertain, complex and ambiguous (VUCA) environments have called for organisations to become more agile in order to survive and compete in such changing environments. Large organisations are at particular risk for becoming stagnant due to operational inertia. In order to combat this and achieve agility, dynamic capabilities are developed. These capabilities allow an organisation to more effectively and efficiently change to incoming threats or opportunities. Such changes create uncertainty and insecurity amongst employees which translates into higher employee turnover and decreased performance. Stability therefore needs to be provided for individuals, while achieving dynamacy for organisations. This paradox of dynamic stability drives research into understanding relationships and effects caused by disruptions. Covid-19 is used as an extreme use case in order to create these understandings. After primary and secondary research conclusions were developed, a conceptual framework was developed in order to orchestrate capabilities. This aims to help speed up the time taken for opportunities/threats to be translated into outcomes. This also aims to help improve the depth, diversity and accuracy of these outcomes.Strategic Product Desig
Exploring determinants influencing a service-oriented enterprise strategy: An executive management view
No full textDue to the convergence of rapid business developments and digitization challenges firms need to become more agile. A service-oriented enterprise (SOE) strategy is an approach that decomposes an enterprise into business services that are modular, accessible, and interoperable, in which parts can be provided in-house, or outsourced to the market. The SOE concept has mainly been approached from a technological view and little is known about what type of strategic SOE determinants are relevant. A firm’s strategy to implement an SOE requires top management support. Therefore, insights at executive level are a prerequisite to identify strategic business directions. We conducted a literature review and a qualitative case study amongst eleven firms at executive level in various industries. Business services, business processes, and enabling technology were found in the literature as key determinants influencing a firm’s SOE strategy. Subsequently, the interviews at executive level identified that organizational readiness, knowledge and skills, and governance also affect the SOE strategy of firms. We suggest that a holistic view is required to study the complexity of an SOE. By using an executive view we contribute to IS and business literature as strategic SOE determinants become more explicit.Green Open Access added to TU Delft Institutional Repository ‘You share, we take care!’ – Taverne project https://www.openaccess.nl/en/you-share-we-take-care Otherwise as indicated in the copyright section: the publisher is the copyright holder of this work and the author uses the Dutch legislation to make this work public.Information and Communication Technolog
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe 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
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