A model for key success factors for outsourcing in project-based companies: integrating soft and dynamic approaches

Purpose The purpose of this study is to achieve the dynamic model of outsourcing success factors in project-based companies. Design/methodology/approach This study is descriptive-survey in terms of method and practical in terms of purpose. To achieve the dynamic model of outsourcing success, 1,000 outsourcing articles published in high-status journals from 2017 to 2019 were first text-mining. Then, using the clustering technique, the factors affecting the success of outsourcing were obtained. To achieve the key variables, the variables obtained by interpretive structural modeling (ISM) were then leveled. Then, the strategic options development and analysis (SODA) technique has been used to achieve a consensus and coordination on factors relationships. Finally, the dynamic model of outsourcing success in GHODRAT CONTROL PARS Company has been modeled and implemented. Findings In total, five clusters and nine factors were extracted (strategy, management, performance, market, R&D, supplier, product, organizational data and outsourcing findings). In central and domain analysis, two factors, “Strategy” and “R and D,” were recognized as factors that have the most interaction and centrality. The result of the dynamic model indicate that the organization will significantly reduce the construction time of the power plant by improving the “R and D” factor. Originality/value In this study, various techniques have been combined. Therefore, one of the aspects of innovation in the present study is the combination of methods that have not been used earlier. The second aspect of this study’s innovation is using SODA technique to design the dynamic model of outsourcing success factors. Given that the scope of this study is the component affecting the success of outsourcing, so extensive research has been conducted in the field of articles worked in the field of outsourcing to get a comprehensive view of the components affecting the success of outsourcing, which has not been reviewed in other articles. In this study, in addition to identifying the effective factors, their identified and also how these variables affect the successful performance of outsourcing in the form of a dynamic model, and then analyzed.

IS outsourcing satisfaction and the IS managers’ job

Purpose This paper aims to examine information system (IS) outsourcing success through the satisfaction achieved therewith. It simultaneously analyzes how IS outsourcing may influence the IS managers’ job. Design/methodology/approach The results obtained in a survey on this topic carried out over a 12-year period are described. The proposal consists in a model that relates the degree of outsourcing with the satisfaction achieved therewith, in which the influence exerted by IS on the systems manager’s job acts as a mediating variable. Findings The study concludes that the way in which outsourcing affects the IS managers positively influences the satisfaction achieved with this service. Research limitations/implications Outsourcing poses a great challenge for IS managers because they must devote more time to their managerial functions, and they need more knowledge too. These greater requirements or demands will most probably make these executives feel unsatisfied with outsourcing. However, the paper shows that satisfaction increases insofar as, despite all these demands, the working post characteristics improve, and the satisfaction and autonomy of IS managers grows and most importantly, they believe that their job has a higher added value. Originality/value No studies had, hitherto, related outsourcing success and the implications of outsourcing for IS managers.

Perspective-varying effects of peripheral knowledge in IT outsourcing: when vendor and client are collated

PurposeThis study aims to examine how the role of peripheral knowledge changes along with the perspectives of vendor and client in inter-organizational IT outsourcing. To this end, this study tests the effects of the peripheral knowledge of vendors and clients on IT outsourcing performance under three different combinations of performance-assessing views from both parties.Design/methodology/approachTo contrast the effects of the peripheral knowledge of vendors and clients based on their views, this study collects matching data on 107 projects from both parties. The survey method is adopted to measure the peripheral knowledge levels of vendors and clients and IT outsourcing success. The associations between peripheral knowledge and IT outsourcing performance are then assessed when the views match, cross and agree to a certain level.FindingsThe peripheral knowledge of vendors plays a more significant role than that of clients in most IT outsourcing cases. Moreover, the agreement between the peripheral knowledge of vendors and clients shows a moderating effect only when the performance is assessed by clients than by vendors.Originality/valueThis study contrasts the peripheral knowledge of vendors and clients by altering performance-assessing views in IT outsourcing. This study also rationalizes why the peripheral knowledge of vendors is more important than that of clients, as well as explains whose perspective is more significant when the performance is assessed.