A systematic review of knowledge sharing challenges and practices in global software development

Abstract not availableMansooreh Zahedia, Mojtaba Shahinb, Muhammad Ali Baba

Sourcing Decision-Making: Elicitating Consultancy Knowledge Using Policy Capturing

Many organizations are currently deciding whether to insource or outsource their IS function or parts thereof, but are unsure as to what kind of organizational structure to arrange for sourcing and where to locate the sourced activities. To assist in this matter, several IT consultancy firms are providing sourcing consultancy to their clients, resulting in a large body of practical knowledge that is stored in the experience of consultants. Systematic scientific knowledge is largely based upon qualitative case studies. This paper presents the results of a Policy Capturing study that attempts to quantify the sourcing advice practice. 29 management consultants with experience in sourcing advice were presented with examples of situations in which a sourcing advice was to be given. Using Factor Analysis and Multilevel Regression the researchers obtained insight into how variables such as costs, flexibility, time-to-market and quality influence decisions with regard to both sourcing location as well as sourcing relationship. The Research method that was used proved to be useful in the explicitation of knowledge of consultants but needs further refinement

Review of 23 Years of Empirical Research on Information Technology Outsourcing Decisions and Outcomes

The 2010 Journal of Information Technology article, “A Review of the IT Outsourcing Empirical Literature,” analyzed 741 empirical findings on the determinants of Information Technology Outsourcing (ITO) decisions and outcomes published between 1992 and 1st quarter 2010. In this paper, we replicated the method and coded additional findings published until the end of 2014. Combining the Lacity et al. (2010) with the additional findings, we used a total of 1,170 findings to produce the most robust models on ITO decisions and outcomes to date. The model of ITO decisions includes independent variables associated with transaction attributes, outsourcing motivations, influence sources, client characteristics and capabilities, relationship characteristics, and environmental variables. The model of ITO outcomes includes independent variables associated with transaction attributes, relational and contractual governance, client and provider capabilities, client characteristics and decision characteristics. The models serve as solid foundations for researchers seeking to advance academic contributions based on strong empirical data

Insourcing a government information system: a case study from Malaysia.

Insourcing, outsourcing and co-sourcing are three approaches to procuring an information system. This research contributes to the body of knowledge on insourcing an information system; exploring and discussing the enabling and inhibiting factors of the insourcing of an information system in selected government agencies in Malaysia. This study was undertaken in response to a paucity of similar projects and a limited literature focused on developing countries. It considers the post outsourcing context following the decision to insource a major Malaysian Government Information System in 2011. A qualitative research method was used to obtain empirical evidence from selected government agencies through 69 semi-structured interviews in two data collection periods: 2013-2014 and 2015. Interviews were conducted with civil servants at all levels, from senior management to clerical staff, including users of the government information system. By using coding principles from grounded theory to analyse the data, seven exciters and six inhibitors of insourcing a government information system were identified and mapped in the analytical framework. Further, this is the first research to use an enhanced model, devised by combining the OPTIMISM model and two distinct theoretical traditions: institutional theory and the capability approach; in order to analyse the insourcing of government information system adoption. The enhanced model was created by mapping the OPTIMISM model (that has a set of dimensions) to an analytical framework comprising the capability approach, institutional theory and technology (ICTs). The main research contribution of this thesis is in the area of capacity building of the internal development team. The increased budget for training, the selection of appropriate training providers and knowledge sharing among experienced and novice developers all contribute to building capacity in the internal development team; and consequently help to improve the quality of the system which will improve service delivery to the general public. The approach and findings of this study contribute to the body of knowledge and understanding of the subject in government information system development and implementation, and can also be applied to improving the quality of service delivery. While this study has focused on government information systems, the wider area of eGovernment, and applications serving the needs of the general public, is equally important, and therefore the researcher suggests that insourcing eGovernment applications would also assist in the capacity building of internal IT staff

Adding experts’ perceptions to complement existing research on information systems backsourcing

This paper extends the existing literature on information systems (IS) backsourcing by the perception of practitioners. For this purpose, we conducted a series of qualitative, semi-structured interviews with IS sourcing experts. The interview questions focused on the participants’ perceptions and experiences with the topic, on identifying reasons for and against IS backsourcing, and on revealing relevant trends pertinent to IS backsourcing. We then compared those findings with two previously conducted comprehensive literature reviews on academic and practitioner literature on IS backsourcing. By following this approach, we contribute to the existing research by verifying previous findings, for example, the most important reasons why companies decide in favor of IS backsourcing. Additionally, we were able to enhance previous contributions as we highlight the significance of differentiating between the scope of IS backsourcing by looking at the underlying services which are potentially backsourced. Further, we identified the importance of managers’ personal preferences as an additional reason for IS backsourcing, for example, based on personal experiences or a perceived need for change. Based on our findings, we created a comprehensive overview of all aspects connected to the IS backsourcing process and derived opportunities for further research to contribute to the IS backsourcing research agenda

The effects of outsourcing practices conducted by organisations in Nairobi

The purpose of this study is to investigate the relationship between outsourcing and development in Nairobi. The key research question for this study is what are the impacts of outsourcing practices conducted by organisations in Nairobi? Data were obtained from questionnaires distributed in December 2010. A total of 85 profit-making firms in Nairobi with a sample of 165 management employees were selected for this study. The empirical findings obtained relate to four outsourcing theories. Transaction Cost Analysis (TCA) Theory focuses on the cost savings that result from outsourcing. Agency Outsourcing Theory centres on outsourcing firms hiring agents to achieve productivity. Hiring agents may result in permanent staff being retrenched and additional outsourcing personnel being contracted and job creation and/or job loss results. Expectation Confirmation Theory (ECT) emphasises the importance of an outsourcing provider conforming to quality management principles. Resource Based Theory (RBT) proposes that organisations need a collection of resources and capabilities to execute outsourcing successfully. Findings further suggested that outsourcing can yield positive and/or negative outcomes depending on risks encountered, the business environment, company policies, function/s to be outsourced, and the competence and commitment of an outsourcing vendor. To further enhance the positive impact of outsourcing three improvements need to be executed: formulation of standard policies, price regulations, and commitment of outsourcing firms in adhering to set contract deadlines. It is suggested that the following would allow organisations to gain more from outsourcing in the future: the adoption of international/offshore outsourcing practices, more commitment by outsourcing consultants, the standardisation of charges for outsourcing contracts, and the use of new technology that would improve how outsourcing is conducted. It is concluded that the positive impacts of outsourcing would foster development to some extent while the possible negative impact of outsourcing would impede development

IT Outsourcing Maturity Model

This paper presents a model for analysing IT outsourcing maturity in organizations. Organizations outsource their IT for reasons such as cost reduction, access to superior skill sets, focus on core competence, and strategic objectives. Organizations that outsource the development, operational and management of their IT activities to other companies are at various levels of maturity. This study identifies five levels of maturity based on literature review and informal interview discussion with practitioners. The five stages of maturity developed in this research are Insourcing, Forming, Storming, Norming, and Performing. These five stages of maturity are discussed in this paper and the implication for researchers and practitioners are identified

Adding experts’ perceptions to complement existing research on information systems backsourcing

This paper extends the existing literature on information systems (IS) backsourcing by the perception of practitioners. For this purpose, we conducted a series of qualitative, semi-structured interviews with IS sourcing experts. The interview questions focused on the participants’ perceptions and experiences with the topic, on identifying reasons for and against IS backsourcing, and on revealing relevant trends pertinent to IS backsourcing. We then compared those findings with two previously conducted comprehensive literature reviews on academic and practitioner literature on IS backsourcing. By following this approach, we contribute to the existing research by verifying previous findings, for example, the most important reasons why companies decide in favor of IS backsourcing. Additionally, we were able to enhance previous contributions as we highlight the significance of differentiating between the scope of IS backsourcing by looking at the underlying services which are potentially backsourced. Further, we identified the importance of managers’ personal preferences as an additional reason for IS backsourcing, for example, based on personal experiences or a perceived need for change. Based on our findings, we created a comprehensive overview of all aspects connected to the IS backsourcing process and derived opportunities for further research to contribute to the IS backsourcing research agenda