Phases and Activities

2011 ◽  
pp. 155-167
Author(s):  
P. Gottschalk
Keyword(s):  
Business Managers ◽  
Senior Managers ◽  
Goal Alignment ◽  
Stakeholder Relationships ◽  
Major Stakeholder ◽  
It Managers ◽  
Account Managers

Lacity and Willcocks (2000a) identified six outsourcing phases. In these phases, a variety of stakeholders are involved, such as customer senior business managers, customer senior IT managers, customer IT staff, IT users, supplier senior managers, supplier account managers, supplier IT staff, and subcontractors. Stakeholder relationships vary during activities within phases, depending on goal alignment. For each of the phases, Lacity and Willcocks (2000a) defined the major stakeholder goals, interactions, and outcomes witnessed in practice.

Progress in the IT/Business Relationship: A Longitudinal Assessment

2004 ◽  
Vol 19 (1) ◽  
pp. 71-80 ◽  
Author(s):  
Lesley Willcoxson ◽  
Robina Chatham
Keyword(s):  
Business Strategy ◽  
Survey Instrument ◽  
Significant Trend ◽  
Business Activity ◽  
Business Relationship ◽  
Longitudinal Assessment ◽  
Business Managers ◽  
It Professionals ◽  
Perceived Difficulty ◽  
It Managers

This paper investigates perceptions of the IT/business relationship held by 653 IT managers and their staff and 503 of their business counterparts. On the basis of data collected over a 3-year period using a survey instrument, the paper highlights areas of perceived difficulty in the IT/business relationship and seeks evidence of trends in the business/IT relationship. The data reveal significant differences in the perceptions of business managers and those of IT professionals, especially with respect to issues of IT system efficacy and communication efficacy. Both cohorts demonstrate increasing awareness of the importance of IT as a driver of business activity, as well as comparable upward or downward trends in response on issues relating to IT's alignment with business strategy and communication efficacy, but only the first mentioned issue is identified as a statistically significant trend.

World Masters Games 2017: organisational delivery models

2014 ◽  
Vol 5 (3) ◽  
pp. 263-278
Author(s):  
Lara Middleditch ◽  
Trish Bradbury
Keyword(s):  
Point Of View ◽  
Structured Interviews ◽  
Senior Managers ◽  
Delivery Methods ◽  
Content Type ◽  
Stakeholder Relationships ◽  
Multiple Partners ◽  
Sport Events ◽  
Mass Participation ◽  
Delivery Models

Purpose – The purpose of this paper is to explore how multiple partners could be managed to ensure the successful delivery of the World Masters Games (WMG), 2017. Specifically, its objectives are to understand how event organisers manage relationships with multiple delivery partners, what tools and practices are used to ensure consistency and what risks and benefits exist. Design/methodology/approach – An applied, qualitative, exploratory method used thematic analysis to obtain findings from seven semi-structured interviews of senior managers involved in five international sports event held in Australasia. Findings – Findings were interpreted into nine themes related to event delivery partnerships such as reducing inconsistency, localising delivery through specialists, managing stakeholder relationships, managing workloads and taking an athlete-centred approach. Recommendations include establishing relationship strategies for each partner, determining the degree of control over delivery, crafting contracts appropriate to each partner, creating a suite of tools to aid consistency, recruiting an executive team with Games/mass participation event experience and a senior management team with sport or venue operations experience, centralising knowledge and planning, up-skilling partners as necessary and fully engaging local communities. Research limitations/implications – The sample was restricted to five event organisations and only a small number of participants per organisation were interviewed. This study collected the experiences and opinions from the event organisers’ point of view and did not capture the same from delivery partners. Originality/value – The literature revealed little specifically on operational delivery methods adopted by sport events; therefore this study adds to the conversation on sport event delivery models from an outsourcing perspective.

Information Systems Capabilities and Their Effects on Competitive Advantages

2017 ◽  
Vol 30 (3) ◽  
pp. 41-57 ◽  
Author(s):  
Ganesh D. Bhatt ◽  
Ziping Wang ◽  
James A. Rodger
Keyword(s):  
Information Systems ◽  
The United States ◽  
Moderating Effect ◽  
Competitive Advantages ◽  
It Infrastructure ◽  
Business Managers ◽  
Business Skills ◽  
It Managers ◽  
Academic Researchers ◽  
The Relationship

Over the past three decades, business managers and academic researchers have shown considerable interest in understanding how information systems (IS) can lead to competitive advantages for firms. Although in the United States researchers have found that IS competences lead to competitive advantages, it remains unknown whether firms working in emerging economies can capitalize on IS competence for competitive advantages. This article examines the moderating effect of the learning intensity of organizations on the relationship between IS competence and competitive advantages in 122 Chinese firms. Data were collected from a mailed survey of 122 information-technology (IT) managers. The results indicate that flexibility of IT infrastructure, IT business skills, and learning intensity have significant effects on competitive advantages. The learning intensity of organizations positively moderates the relationship between IS business skills and competitive advantages, but has no moderating effect on the relationship between the flexibility of IT infrastructure and competitive advantages.

A SOFT SYSTEMS METHODOLOGY APPROACH TO IMPROVING THE SUPPLY CHAIN OF A CONSTRUCTION PROJECT IN GAUTENG PROVINCE, SOUTH AFRICA

2020 ◽  
Vol 10 (1) ◽  
pp. 86-99
Author(s):  
Lewis Tsuro ◽  
Stan Hardman
Keyword(s):  
South Africa ◽  
Supply Chain ◽  
Construction Project ◽  
Soft Systems Methodology ◽  
Project Planning ◽  
Suitable Model ◽  
Senior Managers ◽  
Good Tool ◽  
Systems Methodology ◽  
Soft Systems

The Soft Systems Methodology (SSM) was developed as a set of tools for identifying and making incremental steps to improve situations with poorly defined causes or solutions. The supply chain forms a key process of any construction project; however, on any given construction site, supply chain inefficiencies could arise from many different avenues. Opinions vary, though, on which of these avenues is more important for increasing supply chain efficiencies; whether any problem even exist across the different aspects of the supply chain; as well as what steps should be taken to resolve them. It was therefore studied, here, whether SSM could be employed as a useful tool to systematically apply in the supply chains of a construction project in South Africa, for understanding and targeting the problematic situations that arise. Following thorough cyclical open-ended interviews with 17 workers, supervisors, foremen, site clerks, senior managers, and the CEO of the principal contractor at a new office park construction project in Rosebank, Johannesburg, and a thematic analysis of the data, SSM was performed to understand the existing challenges, and develop a suitable model for improvement. The study found that SSM was a good tool for understanding the ‘messy’ circumstances surrounding the chosen construction project supply chain, as well as actions that could be taken to improve the supply chain’s efficiency on site. The findings add weight to the argument that SSM could be a good tool for project managers to systematically introduce into their project planning regimens

CFO Social Ties to Non-CEO Senior Managers and Financial Restatements

2020 ◽  
Author(s):  
Yu Kuang ◽  
Xiaotao Kelvin Liu ◽  
Srikanth Paruchuri ◽  
Bo Qin
Keyword(s):  
Social Ties ◽  
Senior Managers ◽  
Financial Restatements
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