Maturity in Outsourcing Relationships

2010 ◽  
pp. 98-117
Author(s):  
Hans Solli-Sæther ◽  
Petter Gottschalk
Keyword(s):  
Life Cycle ◽  
Information Systems ◽  
Product Life Cycle ◽  
Growth Models ◽  
It Outsourcing ◽  
Growth Stages ◽  
Stage Model ◽  
Stages Of Growth ◽  
Systems Planning ◽  
Living Organisms

Stages of growth models have been used widely in both organizational research and information technology management research. According to King and Teo (1997), these models describe a wide variety of phenomena – the organizational life cycle, product life cycle, biological growth, stages of growth in information systems, growth model for integration between business planning and information systems planning, electronic commerce evolution, stages of knowledge management technology, and a number of other interesting developments in time perspectives. These models assume that predictable patterns (conceptualized in terms of stages or levels) exist in the growth of organizations and organizational parts, the sales levels of products, and the growth of living organisms. These stages are (1) sequential in nature, (2) occur as a hierarchical progression that is not easily reversed, and (3) evolve a broad range of organizational activities and structures. This chapter starts with an introduction to stages of growth models. In the following sections we present the three-stage model for the evolution of IT outsourcing relationships (Gottschalk & Solli-Sæther, 2006). The three stages are labelled cost stage, resource stage, and partnership stage respectively. Theory-based benchmark variables for measuring maturity in IT outsourcing relationships are presented, followed by the stage hypothesis and a description of how benchmark variables are used to indicate characteristics at each stage of growth. Finally in this chapter, we present results from an exploratory study testing the stage model. The purpose of this chapter is to develop a framework for improved understanding of the current situation in an IT outsourcing relationship in terms of a specific stage, to develop strategies for moving to a higher stage in the future, and to learn from earlier stage experience.

Stages of Growth in Knowledge Management Technology

2011 ◽  
pp. 145-215
Author(s):  
Petter Gottschalk
Keyword(s):  
Life Cycle ◽  
Product Life Cycle ◽  
Growth Models ◽  
Information Technology Management ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Biological Growth ◽  
Stages Of Growth ◽  
Management Technology ◽  
Living Organisms

Stages of growth models have been used widely in both organizational research and information technology management research. According to King and Teo (1997), these models describe a wide variety of phenomena — the organizational life cycle, product life cycle, biological growth, and so forth. These models assume that predictable patterns (conceptualized in terms of stages) exist in the growth of organizations, the sales levels of products, and the growth of living organisms. These stages are (1) sequential in nature, (2) occur as a hierarchical progression that is not easily reversed, and (3) involve a broad range of organizational activities and structures.

Interoperable Process Engineering System for Collaborative Optimization of Product Life-Cycle

2014 ◽  
pp. 166-191 ◽  
Author(s):  
Alberto Armijo ◽  
Mikel Sorli
Keyword(s):  
Life Cycle ◽  
Information Systems ◽  
Data Management ◽  
Product Life Cycle ◽  
Process Management ◽  
Business Processes ◽  
Collaborative Optimization ◽  
Market Conditions ◽  
Product Life ◽  
Business Agility

Most of the industrial organizations, including SMEs, need to quickly react and adapt to the changing market conditions imposed by globalization, such as new sustainability directives or new type of customers. The fulfillment of these requirements on time is a must so as to remain competitive in the global markets. Since data management information systems are already present in almost all the corpus of industrial enterprises as custom developments or standard PLM solutions, the natural technical evolution that aims to provide an effective answer to these changing market conditions comprises the shifting from a data management perspective towards a process management view. Hence, the challenge is how to manage business processes that build upon existing information systems so as to encourage business agility, efficiency, and interoperability. The proposed approach roots on the Business Process Management (BPM) discipline and leverages process optimization through the systematic modeling and reengineering of business processes accompanied by supporting interoperable and configurable eco-services, which are conceived as sustainability-aware services designed to optimize some aspects of the product life-cycle through eco-constraints management.

A Proposed Theory Life Cycle Model: Standing on the Shoulders of Giants

2019 ◽  
Vol 55 (4) ◽  
pp. 428-452
Author(s):  
Steven H. Cady ◽  
Jane V. Wheeler ◽  
Anton F. Schlechter ◽  
Suki Goodman
Keyword(s):  
Life Cycle ◽  
Product Life Cycle ◽  
Work Motivation ◽  
Theory Development ◽  
Analysis Tool ◽  
Stage Model ◽  
Life Cycle Model ◽  
Cycle Model ◽  
Product Life ◽  
Proposed Model

In this article, we draw on the product life cycle framework to propose an adapted model for evaluating the evolution of a theory. The product life cycle was designed as an economic analysis tool, and its intuitive usefulness led to its adaptation for a variety of disciplines. Nevertheless, it has not been applied to theory. We propose a five-stage model of theory development: (1) emergence, (2) development, (3) maturity, and (4) decline toward (5) death or reemergence. The proposed model is then tested by applying it to work motivation theory. We conclude by offering implications and recommendations for using the theory life cycle model in research, teaching, and practice.

PRODUCT LIFE CYCLE AND STAGES OF GROWTH: AN EMPIRICAL ANALYSIS.

1975 ◽  
Vol 1975 (1) ◽  
pp. 61-63 ◽  
Author(s):  
Henry E. Metzner ◽  
Jerry L. Wall ◽  
William F. Glucck
Keyword(s):  
Life Cycle ◽  
Empirical Analysis ◽  
Product Life Cycle ◽  
Product Life ◽  
Stages Of Growth

Shortening of the PLC—AN Empirical Test

1981 ◽  
Vol 45 (4) ◽  
pp. 76-80 ◽  
Author(s):  
William Qualls ◽  
Richard W. Olshavsky ◽  
Ronald E. Michaels
Keyword(s):  
Life Cycle ◽  
Empirical Evidence ◽  
Product Life Cycle ◽  
Empirical Test ◽  
Growth Stages ◽  
Household Appliances ◽  
Product Life

Analysis of changes in the length of the introductory and growth stages of the product life cycle of 37 household appliances over a 50-year period provides the first empirical evidence for the commonly held assumption that the cycle's length is decreasing.

Information systems planning in small business: A stages of growth analysis

1996 ◽  
Vol 33 (2) ◽  
pp. 189-201 ◽  
Author(s):  
Georgios I. Doukidis ◽  
Panagiotis Lybereas ◽  
Robert D. Galliers
Keyword(s):  
Information Systems ◽  
Small Business ◽  
Growth Analysis ◽  
Stages Of Growth ◽  
Systems Planning ◽  
Information Systems Planning

Growth Models in the New Zealand Wine Industry: Some Case Study Evidence

2001 ◽  
Vol 7 (2) ◽  
pp. 20-29
Author(s):  
Mike Beverland ◽  
Lawrence S Lockshin
Keyword(s):  
Life Cycle ◽  
New Zealand ◽  
Growth Models ◽  
Case Study Research ◽  
Empirical Support ◽  
Wine Industry ◽  
Stage Model ◽  
General Validity ◽  
Internal Pressures

AbstractOne of the most dominant models for explaining organisational growth is that of organisational lifecycles. Drawing parallels with biology, life cycle theorists argue firms are born, grow, mature and decline. Despite a proliferation of models of organisational lifecycle, there is little empirical support for their general validity. The present study builds a four-stage model of organisational life cycle based on case study research in the New Zealand wine industry. Far from being driven by internal pressures, these cycles seem to be related to the demands of the global wine market, as well as the strategy chosen by each firm.

Growth Models in the New Zealand Wine Industry: Some Case Study Evidence

2001 ◽  
Vol 7 (2) ◽  
pp. 20-29
Author(s):  
Mike Beverland ◽  
Lawrence S Lockshin
Keyword(s):  
Life Cycle ◽  
New Zealand ◽  
Growth Models ◽  
Case Study Research ◽  
Empirical Support ◽  
Wine Industry ◽  
Stage Model ◽  
General Validity ◽  
Internal Pressures

AbstractOne of the most dominant models for explaining organisational growth is that of organisational lifecycles. Drawing parallels with biology, life cycle theorists argue firms are born, grow, mature and decline. Despite a proliferation of models of organisational lifecycle, there is little empirical support for their general validity. The present study builds a four-stage model of organisational life cycle based on case study research in the New Zealand wine industry. Far from being driven by internal pressures, these cycles seem to be related to the demands of the global wine market, as well as the strategy chosen by each firm.

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