ADAPTING IT SERVICE MANAGEMENT FOR SUCCESSFUL MULTI-SOURCING SERVICE INTEGRATION

Over the last years, IT outsourcing customers have shifted their focus to multi-sourcing. To cope with the ever-increasing complexity of their multi-provider portfolios, companies aim to develop and hone their service integration capabilities. They adapt their IT organizations to enable more efficient and effective service management for their broad service landscapes. Nowadays, most IT service management implementations build on best practice of the IT Infrastructure Library (ITIL). ITIL, however, does neither reflect multi-tenant sourcing models nor end-to-end service integration. IT service management needs to evolve to meet the new requirements of service integration. So far, however, there is a lack of guidance on how to adequately adapt IT service management for integration of multiple sourcing arrangements. Our research contributes to both theory and practice by developing a ranking of IT service management processes according to their importance for service integration success. For three important processes, we then reveal adequate implementations and process designs derived from real-life scenarios. Our results are developed during an multi-stage research study, incorporating insights from expert interviews, a quantitative questionnaire study, and case study research. The insights gained should enable multi-sourcing customers to build more successful service integration solutions, as well as academics to shape future research in this area

Towards Multi-Sourcing Maturity: A Service Integration Capability Model

When outsourcing IT services, many enterprises today resort to multi-sourcing. It allows them to reduce costs and assemble a best-of-breed service portfolio. However, this usually also increases complexity. Despite the economic importance of multi-sourcing, though, there is no systematic understanding of the capabilities required to successfully integrate interdependent services and to manage multi-sourcing. This paper develops a capability model for service integration in a grounded coding approach based on literature and expert interviews. The model identifies six key capabilities and 18 sub-capabilities. We evaluate its applicability and validity via an empirical survey and two in-depth case studies. In addition, provide various insights into the implementation of service integration functions. Our contribution should provide orientation for companies how to direct their transformation efforts. It outlines an agenda for future research and builds a solid foundation for maturity models to improve multi-sourcing readiness – ultimately leading to more effective multi-sourcing solutions

SMEs; Virtual research and development (R&D) teams and new product development: A literature review

Small and medium-sized enterprises (SMEs) are indeed the engines of global economic growth. Their continued growth is a major subject for the economy and employment of any country. Towards that end, virtual research and development (R&D) could be a viable option to sustain and ease the operations of SMEs. However, literature shows there has not been a great deal of research into the diverse characteristic of virtual R&D teams in SMEs. This article provides a comprehensive literature review on different aspects of virtual R&D teams collected from the reputed publications. The purpose of the literature review is to provide an outline on the structure and dynamics of R&D collaboration in SMEs. Specifying the rationale and relevance of virtual teams, the relationship between virtual R&D team for SMEs and new product development (NPD) has been examined. It concludes with identifying the gaps and feebleness in the existing literature and calls for future research in this area. It is argued to form of virtual R&D team deserves consideration at top level management for venturing into the new product development within SMEs

A Capability Framework for IT Service Integration and Management in Multi-Sourcing

Multi-sourcing, the blending of services from multiple external and internal providers, has gradually become the standard mode of operation in IT outsourcing. It allows companies to assemble a best-of-breed provider portfolio and to reduce costs. A key difference between single- and multi-sourcing is the potential interdependence between services delivered by multiple providers. To deliver a seamless service to the client’s business units, various services often need to be integrated and managed as an end-to-end service. This activity is denoted as service integration and management. Many clients, however, are having difficulties implementing and performing this important task. Therefore, we explore which IT capabilities organizations need to build for performing service integration and management. \ \ After deriving challenges from literature, we perform a multi-stage qualitative study based on a series of focus group sessions and expert interviews. In a qualitative content analysis, we develop a framework of IT capabilities which enable successful service integration and management by addressing the key challenges. We, thus, aim to contribute to more effective multi-sourcing solutions in practice and to lay the groundwork for future research in this important field

Virtual R&D teams in small and medium enterprises: a literature review

Small and medium enterprises (SMEs) are the driving engine behind economic growth. While SMEs play a critical role in generating employment and supporting trade, they face numerous challenges, the prominent among them are the need to respond to fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Towards that end, research and development (R & D) aspect deserves particular attention to promote and facilitate the operations of SMEs. Virtual R & D team could be a viable option. However, literature shows that virtual R & D teaming in SMEs is still at its infancy. This article provides a comprehensive literature review on different aspects of virtual R & D teams collected from the reputed publications. The purpose of the state-of-the-art literature review is to provide an overview on the structure and dynamics of R & D collaboration in SMEs. Specifying the foundation and importance of virtual teams, the relationship between virtual R & D team and SMEs has been examined. It concludes with the identification of the gaps in the existing literature's and calls for future research. It is argued that setting-up an infrastructure for virtual R & D team in SMEs still requires a large amount of engineering efforts and deserves consideration at top level management

E-finance-lab at the House of Finance : about us

The financial services industry is believed to be on the verge of a dramatic [r]evolution. A substantial redesign of its value chains aimed at reducing costs, providing more efficient and flexible services and enabling new products and revenue streams is imminent. But there seems to be no clear migration path nor goal which can cast light on the question where the finance industry and its various players will be and should be in a decade from now. The mission of the E-Finance Lab is the development and application of research methodologies in the financial industry that promote and assess how business strategies and structures are shared and supported by strategies and structures of information systems. Important challenges include the design of smart production infrastructures, the development and evaluation of advantageous sourcing strategies and smart selling concepts to enable new revenue streams for financial service providers in the future. Overall, our goal is to contribute methods and views to the realignment of the E-Finance value chain. ..

An ethnographic study of the enactment of service level agreements in complex IT-intensive business-to-business services.

Service level agreements (SLAs) for complex IT-intensive business-to-business (CITI-B2B) services are high-level representations of services to be enacted, with predominantly quantifiable performance targets. Inevitably, there is a gap between this representation and the nuanced practices of enactment adapting to emergent conditions over time. Overarching terms in the master agreement anticipate this gap; however, the nature of the practices that manage that gap is not well understood. This study aims to develop a deeper understanding of these everyday practices to identify potential areas for improving value realisation in SLA enactment. We conducted a long-term ethnographic study of the enactment of an SLA by a global IT provider and global financial services company, framed by relational theory of contract. Our analysis showed the gap was bridged by a cycle of enactment in which emergent conditions triggered relational interactions among participants, culminating in decisions to adapt the terms of the SLA in pursuit of value realisation. Further, our analysis showed that this cycle is enabled by informal mechanisms of learning, negotiating, and adapting that we conceptualise as relational capability, which is amenable to representation, refinement, innovation, and capability development. Exploiting this capability and as well as the information produced during the cycle of enactment could inform SLA design and enable the transformation of SLAs as evolving learning instruments

Developments and Development Directions of Electronic Trade Platforms in US and European Agri-Food Markets: Impact on Sector Organization

Electronic trade platforms support trading transactions between enterprises. They have entered the business landscape including the agri-food sector only a few years ago. However, there already have been dramatic changes in the agri-food sectorÂ’s platform infrastructures. This paper analyzes developments in electronic trade platform infrastructures in the agri-food sector of the US and Europe between 2000 and 2002 and identifies development strategies of successful platforms. Of 85 platforms in existence in the year 2000, only 25 remained active in 2002. But there are still market entries of new platforms and existing platforms form various types of partnerships. The analysis could identify a range of strategic development lines of successful platforms. Initiating cooperation with other platforms on the use of specific features and the development and use of standards, gaining support by major market participants, the improvement of trading functionalities and the expansion of value-added services are the primary lines of development and evolvement of platforms. Platform evolvement tendencies and the present occurrence of the trade platform infrastructure allow for projecting the emergence of an agri-food sector with embedded, interconnected e-commerce infrastructure or mega-hub leading towards a more networked agri-food industry.Electronic commerce, Electronic trade platforms, Agri-food markets, Agribusiness, Marketing,

A Journey into the European Supply Chains: Key Industries and Best Practices

Macro-trends and sectoral-specific evolutions are changing the way companies produce, distribute and build relationships in their supply network and with customers. Aiming to investigate the effective implementation of new supply chain concepts and innovation needs identified in the previous sections, this chapter provides a study of multiple cases of excellence among European supply chains. It depicts an overview of major trends and structural features of 8 key industries for European economy, i.e. Automotive, Aerospace, Fashion, Chemical, IT, Distribution/logistics, Furniture, Food and Beverage. For each industry, a structured investigation into one or more companies was performed with a total of 18 companies involved. The results identify possible matchings in relation to supply chain strategies, and good and best practices adopted accordingl