Using Multiple Suppliers to Mitigate the Risk of it Outsourcing at ICI and Wessex Water

1998 ◽  
Vol 13 (3) ◽  
pp. 169-180 ◽  
Author(s):  
Wendy L. Currie
Keyword(s):  
Performance Management ◽  
Empirical Research ◽  
Value Added ◽  
It Outsourcing ◽  
Contract Management ◽  
Company Value ◽  
And Performance ◽  
Outsourcing Contracts

The paper presents the findings from empirical research on IT outsourcing in two British companies: ICI Plc and Wessex Water. Both organizations have pursued a selective sourcing approach using multiple suppliers in an attempt to minimize risks and maximize benefits. Whilst the majority of existing literature on selective sourcing concentrates on the ‘mega-contracts’, this research explores some of the issues and concerns of companies with small to medium sized outsourcing contracts. The findings suggest that selective and competitive sourcing may offer the client company value-added benefits, although it is important to develop strengths in the areas of contract management and negotiation and competitive benchmarking and performance management.

The Strategic Value of Competency Models

2021 ◽  
pp. 146-176
Keyword(s):  
Performance Management ◽  
Value Added ◽  
Improve Performance ◽  
Strategic Value ◽  
Knowledge Age ◽  
Competency Models ◽  
And Performance ◽  
Agile Teams

Competency models are popular. They are value-added propositions for the employee and the organization. Competence-based approaches include competency models and performance management within organizations for which evidence supports its usage today in the knowledge age. This chapter provides relevant linkages of strategic competency value in businesses when utilized to improve performance and effectiveness. The chapter identifies those specific ways in which competency creates strategic value through performance management, the development of collaboration between employees and managers, the development of agile teams, and monitoring and evaluating progress.

Outsourcing Contract Success

2012 ◽  
pp. 257-269
Author(s):  
Vanita Yadav ◽  
B.A. Metri
Keyword(s):  
It Outsourcing ◽  
Contract Management ◽  
Business Process Outsourcing ◽  
Risk Area ◽  
High Risk Area ◽  
Outsourcing Success ◽  
Quality Framework ◽  
Business Functions ◽  
Contracting Process ◽  
Outsourcing Contracts

Despite the phenomenal growth in outsourcing of various business functions like Enterprise Systems outsourcing, IT outsourcing, and Business Process outsourcing, there has been relatively less attention given to the high-risk area of outsourcing contracts. In this regard, contract has been the conventional medium for governing outsourcing relationships. This study aims to bring forward the importance of quality in the entire contracting process, involving contract planning, pre-contract negotiation, contract formulation, and post-contract management. Specifically, the objective of this paper is to posit a quality framework for planning and analyzing outsourcing contracts that will in turn help in achieving outsourcing success. The framework proposed can be a useful guiding lens for practitioners and researchers associated with outsourcing work.

IT Outsourcing Contracts and Performance Measurement

2012 ◽  
Vol 23 (1) ◽  
pp. 129-143 ◽  
Author(s):  
David Fitoussi ◽  
Vijay Gurbaxani
Keyword(s):  
Performance Measurement ◽  
It Outsourcing ◽  
And Performance ◽  
Outsourcing Contracts

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

The Importance of Oversight and Agency Capacity in Enhancing Performance in Public Service Delivery

2020 ◽  
Author(s):  
Cody A Drolc ◽  
Lael R Keiser
Keyword(s):  
Service Delivery ◽  
Performance Management ◽  
Fixed Effects ◽  
Poor Performance ◽  
Central Component ◽  
State Agencies ◽  
Public Programs ◽  
And Performance ◽  
Fixed Effects Regression ◽  
Social Security Disability

Abstract Government agencies often encounter problems in service delivery when implementing public programs. This undermines effectiveness and raise questions about accountability. A central component of responsiveness and performance management is that agencies correct course when problems are identified. However, public agencies have an uneven record in responding to problems. In this paper we investigate whether, and to what extent, capacity both within the agency and within institutions performing oversight, improves agency responsiveness to poor performance indicators. Using panel data on eligibility determinations in the Social Security Disability program from U.S. state agencies from 1991-2015 and fixed effects regression, we find that indicators of agency and oversight capacity moderate the relationship between poor performance and improvement. Our results suggest that investments in building capacity not only within agencies, but also within elected institutions, are important for successful policy implementation. However, we find evidence that while agency capacity alone can improve responsiveness to poor performance, the effect of oversight capacity on improving performance requires high agency capacity.

scholarly journals Performance Management for Growth: A Framework Based on EVA

2021 ◽  
Vol 14 (3) ◽  
pp. 102
Author(s):  
Mihaela Brindusa Tudose ◽  
Valentina Diana Rusu ◽  
Silvia Avasilcai
Keyword(s):  
Statistical Analysis ◽  
Performance Management ◽  
Performance Appraisal ◽  
Business Performance ◽  
Reference Model ◽  
Corporate Sustainability ◽  
Economic Value ◽  
Value Added ◽  
Research Perspectives

Some of the constructs in the field of performance management are intuitive or not empirically validated. This study provides a data-driven framework for measuring and improving the performance through synchronized strategies. The ultimate goal was to provide support for increasing business performance. Empirical research materializes in an exploratory case study and a statistical analysis with econometric models. The case study revealed that a company can improve its performance, even in periods of growth, being characterized by consistent investments. The statistical analysis, performed on a restricted sample of companies, confirmed the results that were provided by the case study. The measurement of performance was made by capitalizing on financial and non-financial data precisely to intensify the interest for corporate sustainability. The obtained results, contrary to previous research that showed that economic value added (EVA) is negatively influenced by the increase in invested capital, open up new research perspectives to find out whether, at the industry level, performance appraisal that is based on EVA stimulates the development of a business’s economic capital. The research has a double utility: scientific (by providing an overview of the state of the art in the field of performance management) and practical (by providing a reference model for measuring and monitoring performance).

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