Operational Capabilities Development in Mediated Offshore Software Services Models

2008 ◽  
Vol 23 (1) ◽  
pp. 3-17 ◽  
Author(s):  
Sirkka L Jarvenpaa ◽  
Ji-Ye Mao
Keyword(s):  
Human Resources ◽  
Export Market ◽  
Offshore Outsourcing ◽  
Learning Mechanisms ◽  
Chinese Firms ◽  
Research Attention ◽  
Specific Process ◽  
Software Companies ◽  
Operational Capabilities ◽  
Software Services

The paper expands theoretical and empirical understanding of capabilities development in the mediated offshore outsourcing model whereby a small or a medium-sized firm delivers offshore software services to a larger information technology firm that in turn contracts and interfaces with the actual end-client onshore firms. Such a mediated model has received little prior research attention, although it is common particularly among Chinese firms exporting services to Japan, the largest export market for Chinese software services. We conducted case studies in four China-based software companies to understand the mechanisms used to develop their operational capabilities. We focused on client-specific, process, and human resources capabilities that have been previously associated with vendor success. We found a range of learning mechanisms to build the capabilities in offshore firms. Results show that the development of human resources capabilities was most challenging in the mediated model; yet foundational for the development of the other capabilities. This paper contributes to the information systems literature by improving our understanding of the development of operational capabilities in small- and medium-sized Chinese firms that deploy the mediated model of offshore software services.

Configurational examination of successful human resources outsourcing

2017 ◽  
Vol 55 (8) ◽  
pp. 1681-1697
Author(s):  
Thuy Thi Thanh Nguyen ◽  
Man-Ling Chang
Keyword(s):  
Human Resources ◽  
Design Methodology ◽  
Qualitative Comparative Analysis ◽  
Task Interdependence ◽  
It Use ◽  
Research Attention ◽  
Content Type ◽  
Provider Quality ◽  
Core Condition ◽  
Practical Implications

Purpose The causal conditions leading to successful human resources outsourcing (HRO) have until now attracted only limited research attention. To address this shortcoming, the purpose of this paper is to investigate how a firm and a HR provider should work together to ensure successful HRO. Design/methodology/approach By applying a fuzzy-set qualitative comparative analysis, the authors demonstrate how combining in different ways provider quality, business understanding, trust, and closed HRO networks can lead to HRO success. In addition, this study compares the causal combinations between cases with differing levels of HR-task interdependence and IT use. Findings The results of this study reveal three common solutions that lead to successful HRO from both economic and relational viewpoints. The findings also indicate that, from an economic viewpoint, trust is a core condition for achieving HRO success. Moreover, HR-task interdependence and IT use alter the number of solutions and the conditions for attaining HRO success. Practical implications Based on the solutions proposed herein, firms can consider different ways to achieve HRO success under diverse conditions. Originality/value This work also contributes to building new theories regarding HRO, trust, knowledge sharing, and IT use.

scholarly journals China's Cross-border Mergers and Acquisitions: A Contextual Distance Perspective

2016 ◽  
Vol 12 (3) ◽  
pp. 449-456 ◽  
Author(s):  
Jiatao Li ◽  
Guoguang Wan
Keyword(s):  
Mergers And Acquisitions ◽  
Host Country ◽  
Large Dataset ◽  
Chinese Firms ◽  
Research Attention ◽  
Global Policy ◽  
Cross Border ◽  
Political Risks ◽  
Greenfield Investments ◽  
Institutional Contexts

Outward foreign direct investment (OFDI) by Chinese firms has received considerable research attention recently (Li, Cui, & Lu, 2014; Lu, Liu, Wright, & Filatotchev, 2014; Xia, Ma, Lu, & Yiu, 2014). In particular, a number of studies have focused on cross-border mergers and acquisitions (M&As) involving Chinese firms (Li, Li, & Wang, 2016; Li & Xie, 2013; Xie & Li, 2016; Zhang, Zhou, & Ebbers, 2011). Following Child and Marinova's (2014) suggestion that both the home and host country institutional contexts play important roles in determining M&A activity, Buckley and his colleagues have examined how China's ‘Go Global’ policy influences the location choices in Chinese acquisitions and also how host country political risks affect such activities (Buckley et al., 2016). They looked into national political and legal conditions (see also Meyer, Estrin, Bhaumik, & Peng, 2009), and also examined a large dataset on China's cross-border M&As. Much of the previous work in this area has focused on greenfield investments (Duanmu, 2012; Kang & Jiang, 2012), so the work of Buckley et al. (2016) has broken new ground.

Assessing Measurement Invariance of Export Market Orientation: A Study of Chinese and Non-Chinese Firms in China

2007 ◽  
Vol 15 (4) ◽  
pp. 41-62 ◽  
Author(s):  
Janet Y. Murray ◽  
Gerald Yong Gao ◽  
Masaaki Kotabe ◽  
Nan Zhou
Keyword(s):  
Measurement Invariance ◽  
Market Orientation ◽  
Export Market ◽  
Chinese Firms

scholarly journals Best Practices In Operations Executive Information Systems Software Development And Implementation

2005 ◽  
Vol 9 (2) ◽  
pp. 13-22
Author(s):  
Tom Bramorski
Keyword(s):  
Information Systems ◽  
Best Practices ◽  
Software Development ◽  
Executive Information Systems ◽  
Software Products ◽  
Software Companies ◽  
Current Trends ◽  
Operational Capabilities ◽  
Systems Software ◽  
Development And Management

In this paper we identify best industry practices and current trends in the development and management of software products. We discuss the strategic importance of developing appropriate operational capabilities that are prerequisites for achieving marketing success. We illustrate these concepts with examples from software companies to highlight how they achieved the desired balance between market demands and operational resources. Finally, we highlight the benefits these companies had derived from such an alignment.

Global Software Team and Inexperienced Software Team

2011 ◽  
pp. 1671-1677
Author(s):  
Kim Man Lui ◽  
Keith C.C. Chan
Keyword(s):  
South Africa ◽  
Developing Countries ◽  
Human Resources ◽  
Software Quality ◽  
The Other ◽  
Global Team ◽  
Software Teams ◽  
Software Companies ◽  
The World ◽  
Software Team

Given that the number of qualified programmers cannot be increased drastically and rapidly, software managers in most parts of the world will likely have to live with a human resources shortage in this area for some time. One way of dealing with this shortage is to form global software teams in which members are recruited from all over the world and software is developed in a distributed manner. Forming such a global software teams can have many advantages. In addition to alleviating the problems caused by scarcity of human resources, programmers on a global team would be free to work without being confined by physical location. Although forming global software teams may increase the size of the pool of programmers that can be recruited, both team quality and software quality are issues of great concern. Some software companies would prefer to establish a global software team with software programmers in developing countries, such as China, Poland, and South Africa (Sanford, 2003). Given the tremendous salary gap between skilled and unskilled developers or between developed and developing countries, it is not difficult to see that maintaining a team with a proportion of less experienced members significantly reduces running expenses (Figure 1). On the other hand, however, it would present the problem of managing inexperienced programmers. This chatper shares our experience of managing inexperienced software teams in China. To simplify our discussion, we deal separately with the two topics of inexperienced software teams and global software teams. However, it should be noted that a global software team can be composed of both inexperienced and experienced software subteams. We categorize the problems in these two types of software teams which will help software managers learn more how to manage the two types of software teams.

scholarly journals El recurso humano capacitado y la estructura organizacional influyen en la adopción de tecnologías de información de las pequeñas y medianas empresas de software en Sonora

2019 ◽  
pp. 1-8
Author(s):  
Ricardo Aguirre-Choix ◽  
Beatriz Alicia Leyva-Osuna ◽  
Carlos Armando Jacobo-Hernandez ◽  
Carla Adriana Andujo Ozuna
Keyword(s):  
Human Resources ◽  
Organizational Structure ◽  
Human Resource ◽  
Cross Section ◽  
Information Technologies ◽  
Research Evidence ◽  
Likert Scale ◽  
Structural Equations ◽  
Trained Personnel ◽  
Software Services

Adoption of information technologies is determined by several factors, trained human resource and the organizational structure are one of them. The aim of this research is to examine whether the human resources and the organizational structure influence on adoption of information technologies between owners and managers of SMEs dedicated to the distribution and sale of software services of the most important cities in Sonora. The methodology used was: Causal - correlational, cross section, not experimental and quantitative. The collection of information was through a survey designed by researchers with a Likert scale of five levels; the sample was represented by 35 SMEs. The data were analyzed through the Modeling of Structural Equations with Smart PLS software. The research evidence reveals that having trained personnel with a well-defined organizational structure influence on adoption of information technologies and contributes to the knowledge of academics and researchers who develop research in SMEs.

scholarly journals Role of Domestic Financial Reforms and Internationalization of Non-Financial Transnational Firms: Evidence from the Chinese Market

2018 ◽  
Vol 10 (11) ◽  
pp. 3847 ◽  
Author(s):  
Muhammad Baloch ◽  
Abubakr Saeed ◽  
Ishtiaq Ahmed ◽  
Judit Oláh ◽  
József Popp ◽  
...  
Keyword(s):  
Business Environment ◽  
State Ownership ◽  
Chinese Economy ◽  
Institutional Factors ◽  
Internationalization Process ◽  
Chinese Firms ◽  
Financial Reforms ◽  
Research Attention ◽  
International Pressure ◽  
The Impact

The successful internationalization process of Chinese firms which enhances the sustainability of the Chinese economy receives massive research attention. Studies emphasize that firm’s motives and institutional voids play a pivotal role in getting benefits from the internationalization process, but the factors that initiated this process have been overlooked. The objective of this study is to explore the impact of those institutional factors which initiated the internationalization process. This study reveals that institutional factors of cross listing and increased financial availability induced the internationalization process of Chinese firms. Using the financial data of non-financial firms for the period of 2005–2015, we demonstrate that the domestic financial reforms initiated the internationalization process that helps Chinese economies to achieve sustainable economic development. The study also finds that state-ownership helped firms to gain more from increased financial availability than the stand-alone firms. The study concludes that the open business environment helped firms to survive and sustain the international pressure successfully and maintain their sustainable performance.

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