Governance Structures

2011 ◽  
pp. 205-238
Author(s):  
P. Gottschalk
Keyword(s):  
Case Studies ◽  
Business Case ◽  
It Outsourcing ◽  
Governance Structures ◽  
Successful Management ◽  
Governance Model ◽  
Theoretical Perspectives

The overall objective of this chapter is to concentrate on the important issues of strategy, structure, and management of IT outsourcing arrangements. Using well-known theoretical perspectives described earlier in this book and experience earned from several business case studies in this book, we present a governance model for successful management of IT outsourcing relationships.

Outsourcing Governance

2010 ◽  
pp. 164-186
Author(s):  
Hans Solli-Sæther ◽  
Petter Gottschalk
Keyword(s):  
Business Case ◽  
Management Control ◽  
It Outsourcing ◽  
Stakeholder Groups ◽  
Governance Model ◽  
Theoretical Perspectives ◽  
Reduce Risk ◽  
Interaction Approach ◽  
Outsourcing Governance

The overall objective of this chapter is to concentrate on the important issues of strategy, structure, and management of IT outsourcing arrangements. First, we take a look at the broader issue of governance. Learning that IT outsourcing governance includes not only information and IT assets, but also such aspects as human, financial, physical, intellectual property, and relationship assets, we present in the next section the interaction approach as a model that focuses both on short-term episodes and general long-term relationships in dyadic buyer-supplier ventures. Then we discuss how appropriate governance structures – including management control systems and the development of trust – may work to reduce risk and decrease failure. We continue by presenting the important partnering process, where management can take actions when building and sustaining outsourcing relationships. Important stakeholder groups are presented as they may have distinct expectations and goals in outsourcing and for outsourcing relationships. Hard and soft sides of outsourcing management are presented, as both sides are keys to success. Finally, using theoretical perspectives described earlier and experience earned from several business case studies, we present a governance model for successful management of IT outsourcing relationships.

IT Outsourcing Governance

2006 ◽  
pp. 271-277
Author(s):  
Petter Gottschalk
Keyword(s):  
Business Case ◽  
The Other ◽  
It Outsourcing ◽  
Performance Goals ◽  
Decision Rights ◽  
Governance Model ◽  
Theoretical Perspectives ◽  
It Usage ◽  
Desirable Behavior ◽  
Outsourcing Governance

The overall objective of this chapter is to concentrate on the important issues of strategy, structure, and management of IT outsourcing arrangements. Using well-known theoretical perspectives described earlier in this book and experience earned from several business case studies in this book, we present a governance model for successful management of IT outsourcing relationships. IT outsourcing governance can be defined as specifying the decision rights and accountability framework to encourage desirable behavior in the IT outsourcing arrangement, where resources are transferred from one party to the other in return for resources controlled by the other party. Governance is not about making specific decisions — management does that — but rather determines who systematically makes and contributes to those decisions. Governance reflects broader principles while focusing on the management of the outsourcing relationship to achieve performance goals for both client and vendor. Governance is the institutional framework in which contracts are monitored, adapted, and renewed. Effective outsourcing governance encourages and leverages the ingenuity of the vendor’s and client’s people in IT usage and ensures compliance with both enterprises’ overall vision and values.

Business Case Development Risks in On and Offshore IT Outsourcing

2012 ◽  
pp. 137-153
Author(s):  
Anne C. Rouse
Keyword(s):  
Business Processes ◽  
Business Case ◽  
Systems Development ◽  
Decision Makers ◽  
Customer Relationship ◽  
It Outsourcing ◽  
Organizational Information ◽  
Business Cases ◽  
Development Risks ◽  
Case Development

Outsourcing of IT-supported business processes (systems development; customer relationship management; helpdesk, etc.) has become increasingly common in Western economies since the late 1990s. Such outsourcing is totally dependent on the provision of inter-organizational information systems (IOSs), which act as the “glue” to link vendor(s) and client(s). Hence understanding the importance of IOSs, and conversely, the downsides or risks they embody, is a critical part of ensuring that outsourcing arrangements are successful. In this chapter the theory behind outsourcing is unpacked, and readers are alerted to sometimes-overlooked aspects of the IOSs on which outsourcing depends. These raise the risks, and reduce the benefits, of outsourcing if they are not well thought through. Decision makers are advised to explicitly include the notion of risk in their outsourcing business cases, including those risks associated with the IOSs that support outsourcing arrangements.

Globalization of Latecomer Asian Multinationals and Theory of Multinational Enterprise

2015 ◽  
pp. 103-130
Author(s):  
Wiboon Kittilaksanawong ◽  
Weiqi Dai
Keyword(s):  
Case Studies ◽  
Emerging Economies ◽  
Mainland China ◽  
Multinational Enterprise ◽  
Learning Processes ◽  
Growth Strategy ◽  
Mode Of Entry ◽  
Country Of Origin Effects ◽  
Theoretical Perspectives ◽  
External Conditions

The fast globalization of latecomer multinationals from Asian emerging economies with impetus has appeared to challenge the established theories of Multinational Enterprise (MNE). This chapter reviews extant theories of MNE and provides areas of refinement and extension to these theories to reflect highly contextualized and unique internal and external conditions of these MNEs. In particular, this chapter provides an analysis of the key theoretical perspectives of MNE and highlights four areas that extend existing theories. These areas include country-of-origin effects, ownership advantages, learning processes, as well as global and industry context for internationalization. These areas of refinement are then illustrated by seven case studies of MNEs from mainland China and Taiwan in their accelerated internationalization and their focus on acquisitive growth strategy in terms of speed of internationalization, target countries, and mode of entry.

Analysis of a Large-Scale IT Outsourcing "Failure"

2011 ◽  
pp. 447-464
Author(s):  
Anne C. Rouse ◽  
Brian J. Corbitt
Keyword(s):  
Case Studies ◽  
Large Scale ◽  
Business Case ◽  
Decision Makers ◽  
Successful Case ◽  
Public Report ◽  
Expected Benefits ◽  
Auditor General ◽  
Recommended Guidelines ◽  
Subject Theory

Much of the research that has been carried out into outsourcing is based on relatively successful case studies. Yet drawing inferences from case studies when those with largely negative outcomes rarely see the light of day represents a significant problem. When negative cases are systematically unrepresented, there is less opportunity to subject theory to scrutiny. This chapter goes some way towards redressing this trend, by reporting on a large scale “selective” outsourcing arrangement that has been publicly described as a failure — the Australian Federal Government’s “whole of government” IT infrastructure outsourcing initiative. This initiative, originally promoted as likely to lead to a billion dollar saving, was abandoned early in 2001, after a damning public report by the Australian Auditor General. However, a detailed study of the initiative suggests that the “failure” occurred despite the project adhering to many of the recommended guidelines for successful outsourcing that had been derived from earlier case analysis. The findings have important implications for decision makers confronted with outsourcing choices. The study suggests that the risks of outsourcing are often downplayed, or ignored in the rush to reap the expected benefits. The study also suggests that expectations of savings from outsourcing IT are often substantially higher than those that have been empirically confirmed in the field. Decision makers are advised that key assumptions about costs, savings, managerial effort, and the effects of outsourcing on operational performance might be incorrect, and to plan for their outsourcing activity accordingly. They should pay particular attention to coordination and transaction costs, as these tend to be overlooked in the business case. These costs will be magnified if “best in breed” multiple-vendor outsourcing is chosen, and if contracts are kept short. Decision-makers are also warned of the difficulties they are likely to have at the end of an outsourcing contract if there is not a large and robust pool of alternative vendors willing to bid against the incumbent.

Findings from the Small Business Case Studies

1995 ◽  
pp. 227-234
Author(s):  
Steve Baron ◽  
Kim Harris
Keyword(s):  
Small Business ◽  
Case Studies ◽  
Business Case

Psychoeducational and Social Support Interventions

2017 ◽  
Author(s):  
Nancy P. Kropf ◽  
Sherry M. Cummings
Keyword(s):  
Social Support ◽  
Older Adults ◽  
Case Studies ◽  
Theory And Practice ◽  
Instrumental Support ◽  
Older Individuals ◽  
Care Providers ◽  
Therapeutic Approaches ◽  
Theoretical Perspectives ◽  
Life Circumstances

In Chapter 9, “Psychoeducational and Social Support Interventions: Theory and Practice,” the history, theory, and application of both of these therapeutic approaches with caregivers and older adults are provided. While differences in structure and context exist, the underlying theoretical perspectives of these approaches are comparable, with goals and outcomes of enhanced coping, increased competence, and decreased stress. The chapter describes the use and practice of psychosocial education to increase knowledge, impart information, and foster skill development among older adults. Likewise, the methods employed in social support interventions to provide opportunities for older individuals to share experiences, foster connections with others in similar life circumstances, and enhance receipt of needed emotional and instrumental support are explained. Case studies demonstrating the use of both approaches with older care providers are included. Finally, the chapter outlines the range of environmental settings in which psychoeducational and social support interventions are commonly employed.

scholarly journals Business case studies in knowledge management

2006 ◽  
Vol 42 (1) ◽  
pp. n/a-n/a
Author(s):  
Michael Smith ◽  
Deborah E. Swain ◽  
Brien Boswell ◽  
John McIntyre ◽  
Antonio Hill ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Business Case
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