Mapping Critical Success Factors for IT Outsourcing

2015 ◽  
Vol 11 (1) ◽  
pp. 62-84 ◽  
Author(s):  
João Correia dos Santos ◽  
Miguel Mira da Silva
Keyword(s):  
Critical Success Factors ◽  
Quantitative Methods ◽  
Success Factors ◽  
New Technologies ◽  
Strategic Decision ◽  
It Outsourcing ◽  
Problem Structuring ◽  
Critical Success ◽  
Means And Ends ◽  
Outsourcing Contracts

During the last decades, IT Outsourcing gained considerable management attention and is considered a strategic decision used to promote success on its variable dimensions, like: cost reduction, quality improvement, access to new technologies, among others. The existing literature presents many studies on IT Outsourcing. However, there are few studies from the provider's perspective. Therefore, the objective is to focus on providers' critical success factors and their relationships in IT Outsourcing contracts. To analyse this subject a qualitative approach based on cognitive mapping process was applied. Cognitive or causal maps are widely employed in problem-structuring, since they permit a rich representation of ideas, through the modelling of a complex network of actions. This approach is innovative compared to the traditional quantitative methods used. As a result, they were able to map a network of means and ends and in parallel were found new success factors like service standardization, price flexibility, cost management and service catalogue, which allowed obtaining new insights into the structure of today's IT Outsourcing contracts.

Learning from the Giants: Critical Success Factors for Pharmaceutical EMNEs From India

2019 ◽  
Vol 20 (2) ◽  
pp. 28-53
Author(s):  
Sneha Bhat ◽  
Kirankumar Momaya
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Strategic Decision ◽  
Firm Capabilities ◽  
Critical Success ◽  
Two Factors ◽  
Dominant Firms ◽  
Cost Competitiveness

Indian pharmaceutical EMNEs, with significant cost competitiveness, have the potential to partially address the vexing problems of global healthcare industry, including rising cost of the healthcare. In this context, we explore the Critical Success Factors (CSFs) of the pharmaceutical industry, which can help firms focus their resources sharply to break-out faster. Using case study method, we studied two global dominant firms for identifying industry CSFs. Product innovation capabilities emerged as the most important CSF, having the potential to provide competitive advantage for long-term competitiveness of the firms. Other two factors that emerged as CSFs are marketing capabilities and financial capabilities. The study contributes to the literature by linking the success factors to firm capabilities and also specifically to international business literature of EMNE capability building. The study also has implications to practitioners in strategic decision making.

Managing “Virtuality”

2014 ◽  
pp. 29-48
Author(s):  
Sandra Morley ◽  
Kathryn Cormican ◽  
Maébh Coleman
Keyword(s):  
Virtual Teams ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Technologies ◽  
Enterprise 2.0 ◽  
Virtual Teamwork ◽  
Critical Success ◽  
Strategic Implementation ◽  
Structured Approach ◽  
Organisational Level

A wealth of research is associated with virtual teams and collaboration technologies; however, no integrated model is available to guide decision-makers at large organisations in the strategic implementation and management of “virtuality.” Whilst collaboration through technology has become commonplace in modern teams, it is not yet clear if Enterprise 2.0 organisations have made changes to accommodate and support this new mode of work. In other words, managing “virtuality” requires supporting tools and research in order to maximise the benefits and diminish the challenges inherent in it. This chapter presents findings of research relating to managing “virtualtiy” that culminates in the development and evaluation of a management model that guides large organisations in implementing and managing virtual teams. The findings demonstrate that there are benefits associated with virtual teamwork; however, a structured approach is essential to realise and maximise such benefits. The authors uncover several critical success factors in managing virtual teams, and they also learned that the implementation of enabling technologies must be carefully planned to ensure successful adoption by the intended audience. This chapter provides practitioners with a structured approach to implementing and managing virtual teams in an Enterprise 2.0 environment. Essential conditions for success are identified, specific organisational level tasks are presented, a process to ensure the introduction of new technologies is documented, and the critical success factors to create and manage virtual teams are synthesised and presented.

Managing “Virtuality”

2017 ◽  
pp. 192-213
Author(s):  
Sandra Morley ◽  
Kathryn Cormican ◽  
Maébh Coleman
Keyword(s):  
Virtual Teams ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Technologies ◽  
Enterprise 2.0 ◽  
Virtual Teamwork ◽  
Critical Success ◽  
Strategic Implementation ◽  
Structured Approach ◽  
Organisational Level

A wealth of research is associated with virtual teams and collaboration technologies; however, no integrated model is available to guide decision-makers at large organisations in the strategic implementation and management of “virtuality.” Whilst collaboration through technology has become commonplace in modern teams, it is not yet clear if Enterprise 2.0 organisations have made changes to accommodate and support this new mode of work. In other words, managing “virtuality” requires supporting tools and research in order to maximise the benefits and diminish the challenges inherent in it. This chapter presents findings of research relating to managing “virtualtiy” that culminates in the development and evaluation of a management model that guides large organisations in implementing and managing virtual teams. The findings demonstrate that there are benefits associated with virtual teamwork; however, a structured approach is essential to realise and maximise such benefits. The authors uncover several critical success factors in managing virtual teams, and they also learned that the implementation of enabling technologies must be carefully planned to ensure successful adoption by the intended audience. This chapter provides practitioners with a structured approach to implementing and managing virtual teams in an Enterprise 2.0 environment. Essential conditions for success are identified, specific organisational level tasks are presented, a process to ensure the introduction of new technologies is documented, and the critical success factors to create and manage virtual teams are synthesised and presented.

Critical success factors for ERP system implementation: a user perspective

2018 ◽  
Vol 30 (3) ◽  
pp. 285-310 ◽  
Author(s):  
Ewout Reitsma ◽  
Per Hilletofth
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Project Team ◽  
Strategic Decision ◽  
Successful Implementation ◽  
System Implementation ◽  
User Perspective ◽  
Content Type ◽  
Erp System ◽  
Critical Success

Purpose The purpose of this study is to evaluate critical success factors (CSFs) for the implementation of an enterprise resource planning (ERP) system from a user perspective. Design/methodology/approach The research was conducted in two successive steps. First, a literature review was conducted to derive CSFs for ERP system implementation. Second, a survey was conducted to evaluate the importance of these CSFs from a user perspective. Data were collected through a questionnaire that was distributed within a German manufacturer and was developed based on the CSFs found in the literature. Gray relational analysis (GRA) was used to rank the CSFs in order of importance from a user perspective. Findings The findings reveal that users regard 11 of the 13 CSFs found in the literature as important for ERP system implementation. Seven of the CFSs were classified as the most important from a user perspective, namely, project team, technical possibilities, strategic decision-making, training and education, minimum customization, software testing and performance measurement. Users regarded 2 of the 13 CSFs as not important when implementing an ERP system, including organizational change management and top management involvement. Research limitations/implications One limitation of this study is that the respondents originate from one organization, industry and country. The findings may differ in other contexts, and thus, future research should be expanded to include more organizations, industries and countries. Another limitation is that this study only evaluates existing CSFs from a user perspective rather than identifying new ones and/or the underlying reasons using more qualitative research. Practical implications A better understanding of the user perspective toward CSFs for ERP system implementation promises to contribute to the design of more effective ERP systems, a more successful implementation and a more effective operation. When trying to successfully implement an ERP system, the project team may use the insights from the user perspective. Originality/value Even though researchers highlight the important role users play during ERP system implementation, their perspective toward the widely discussed CSFs for ERP system implementation has not been investigated comprehensively. This study aims to fill this gap by evaluating CSFs derived from the literature from a user perspective.

Critical Success Factors for Low Cost Housing Building Maintenance Organization

2015 ◽  
Vol 74 (2) ◽  
Author(s):  
Shubashini Ganisen ◽  
A. Hakim Mohammed ◽  
L. Jawahr Nesan ◽  
Gunavathy Kanniyapan
Keyword(s):  
Workforce Development ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Technologies ◽  
Low Cost ◽  
Building Maintenance ◽  
Critical Success ◽  
Long Duration ◽  
Efficient Performance ◽  
Building Operation

Building services are the elements within a building which supports the fundamental operation of a building. Efficient performance of building services able to facilitate and avoid an unnecessary aggravations to the end users. Thus, the role of building services maintenance (BSM) organization is vital during the building operation phase in order to be responsible for overall performance of the building and its services. However, in recent years the maintenance performance provided by BSM organization is lack on many aspects. In Malaysia, the performance provided by BSM organization especially in low cost flats are considered to be poor. Hence, this paper focuses on identifing the BSM problems, the cause and consequently identify critical success factors (CSFs) to be applied by the BSM organization to overcome those problems. Reviews on literatures, questionnaire survey and interview were conducted to collect the valuable data for the study. The data obtained was analyzed using frequency, mean, standard deviation and content analysis. The findings indicatethat the common BSM problems occur in low cost flats are refuse disposal, rain water disposal and fire fighting system. While, lack of expertise, long duration taken and limited numbers of staffs are among the factors identified as the causes of those problems. 10 CSF namely  clear goals and objectives, workforce development and training, effetive monitoring and feedback, project team competence, dedicated resources, management planning, taking account past experience, good interdepartmental communication, education on new technologies and clients expectations are identified to solve the challanges facing by the maintenace organization which causes various BSM problems. The 10CSF identified based on the opinion given by 24 interviewees from various Local Authorities. A low cost flat managed by Kuala Lumpur City Hall located at Cheras was used as case study. This study expected to help respective parties to overcome the BSM problems in the low cost flats.

Critical Success Factors

2010 ◽  
pp. 54-74
Author(s):  
Hans Solli-Sæther ◽  
Petter Gottschalk
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Research Question ◽  
It Outsourcing ◽  
Electronic Business ◽  
It Services ◽  
Business Organizations ◽  
Critical Success ◽  
Business To Business

We have identified a total of eleven theories that help explain why IT outsourcing is occurring worldwide. These theories were presented in the previous Chapter 2. Based on these theories, we develop eleven critical success factors in IT outsourcing, one for each theory. These factors are presented in the first section of this chapter. We developed the following research question: How do practitioners rank critical success factors based on outsourcing theories? To study this research question, we developed a survey instrument and conducted a survey among business organizations. Results from this survey and discussion of the findings are presented. In the second section of this chapter, we conceptualize the outsourcing of IT services as an electronic business activity, where the vendor electronically provides IT services to the client. The idea is that the purchasing of IT services is a business-to-business (B2B) relationship, which leads to outsourcing implications in terms of services that the vendor has to provide to its customers. Thus, we will in the second section look at critical success factors in electronic business infrastructure as an example of issues that need to be addressed.

IT Outsourcing Practices in Australia and Taiwan

2010 ◽  
pp. 1324-1332
Author(s):  
Chad Lin ◽  
Koong Lin
Keyword(s):  
Success Factors ◽  
Relevant Literature ◽  
Third Party ◽  
It Outsourcing ◽  
Critical Success ◽  
Management Responsibility ◽  
Vendor Management ◽  
Benefits Realization ◽  
Outsourcing Contracts ◽  
Outsourcing Decision

Globally, information technology (IT) outsourcing has spread quickly in many countries and spending by organizations in IT outsourcing is increasing rapidly each year. According to Gartner (Blackmore, De Souza, Young, Goodness, and Silliman, 2005), total spending on IT outsourcing worldwide is likely to rise from US $184 billion in 2003 to US $256 billion in 2008. However, defining IT outsourcing is not an easy task as it can mean different things to different organizations. Hirschheim and Lacity (2000) define IT outsourcing as the “practice of transferring IT assets, leases, staff, and management responsibility for delivery of services from internal IT functions to third-party vendors.” Willcocks and Lester (1997) define outsourcing as the “commissioning of third-party management of IT assets or activities to deliver required results.” The scope and range of outsourcing services have also increased as well, as evidenced by the promotion of BPO (business process outsourcing), ASP (applications service providers), global outsourcing, R&D (research and development) outsourcing, and web and e-business outsourcing (Gonzales Gascon and Llopis, 2005; Huang, Lin, and Lin, 2005). While there is already much research on the economics of IT outsourcing, critical success factors for IT outsourcing decision-making and for outsourcing vendor management (Barthelemy and Geyer, 2004; Hirschheim and Lacity, 2000), there is very little literature on the actual linkage between IT outsourcing and the use of evaluation methodologies in organizations, especially in how these organizations evaluate their IT outsourcing contracts and ensure that the benefits expected from these contracts are delivered eventually. The aim of this paper is to examine issues surrounding the evaluation and benefits realization processes in Australian and Taiwanese organizations undertaking IT outsourcing. The paper first reviews relevant literature with respect to IT outsourcing, the evaluation of IT outsourcing, and IT benefits realization. Key findings from a survey of the top 2000 Australian organizations, as well as a survey to top 3000 Taiwanese organizations, will then be presented. The paper examines these findings and issues in light of these large organizations’ evaluation practices.

Critical success factors for Lean implementation in IT outsourcing relationships

2019 ◽  
Vol 32 (3) ◽  
pp. 715-730 ◽  
Author(s):  
Vincent Blijleven ◽  
Yiwei Gong ◽  
Afshin Mehrsai ◽  
Kitty Koelemeijer
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
It Outsourcing ◽  
Future Research ◽  
It Services ◽  
Structured Interviews ◽  
Lean Implementation ◽  
Content Type ◽  
Critical Success ◽  
Manufacturing Environments

PurposeFollowing positive results of Lean implementation in manufacturing environments, Lean has become an emerging philosophy for clients and suppliers of information technology (IT) services. However, how to implement Lean in IT outsourcing relationships has been addressed sparsely in academic literature. The purpose of this paper is to investigate critical success factors (CSFs) for implementing Lean in IT outsourcing relationships. Key findings, implications and avenues for future research are discussed.Design/methodology/approachSix IT outsourcing relationships were qualitatively investigated by means of 36 semi-structured interviews. CSFs were identified based on interview transcription analyses, selection techniques and expert reviews.FindingsIn total, 16 CSFs for Lean implementation in IT outsourcing relationships are identified and described.Practical implicationsThe CSFs presented in this paper indicate key areas that deserve managerial attention to steer Lean implementation efforts in IT outsourcing relationships in a favorable direction.Originality/valueThis study is the first to describe the phenomenon of “Lean IT outsourcing” and provides researchers and practitioners with a foundation to further examine Lean implementation in IT outsourcing relationships.

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