Managing Supplier Integration into Product Development: A Literature Review and Conceptual Model

Industrial clusters, Regional agglomerations, Technological learning, Technological capability, Knowledge spillovers, Regional innovation systems

Social cross-functional vendor selection in technologically uncertain sourcing situations

Based on an in-depth case study of an automotive manufacturer sourcing parts for high technology projects, this study investigates the intentions and structure of socialization within and between firms during the supplier selection process in technologically uncertain sourcing situations. Here, we aim to answer the question of how socialization can hedge against the high levels of uncertainty for manufacturers selecting suppliers of high technology resources. The case represents a major automotive manufacturer in Northern Europe, and is based on 38 semi-structured interviews with representatives of the different functions involved in the sourcing for the new development projects. Our data suggest that internal and external socialization during the supplier selection process can improve internal alignment and problem solving, and external familiarity towards the sourcing task. In this context, socialization took place on functional, cross-functional, and (inter)corporate levels, with higher functional autonomy during the assessment, and higher cross-functional integration during negotiations and decision making, adding to the debate on whether functions should be integrated or separated

Agile Software Development Practices and Success in Outsourced Projects: The Moderating Role of Requirements Risk

Although agile practices are gaining in popularity, there is little evidence showing how particular agile practices, in particular those involving the client, affect the success of outsourced software projects. Data from a matched survey of sponsors and developers in 60 outsourced information systems projects indicate negative effects of continuous analysis and positive effects of joint decision making and continuous integration on project success. Moreover, interaction analyses show that some positive effects are enhanced and negative effects dampened when requirements risk is high. These findings caution against continuous analysis in outsourced projects while they support joint decision making and continuous integration. The findings also empirically substantiate the largely untested assertion that agile practices help cope with changing requirements

Global sourcing of business processes: history, effects, and future trends

We review key drivers, trends and consequences of global sourcing of business processes – the sourcing of administrative and more knowledge-intensive processes from globally dispersed locations. We argue that global sourcing, which is also associated with ‘offshoring’ and ‘offshore outsourcing’, has co-evolved over the past three decades with the advancement of information and communication technology (ICT), a growing pool of low-cost, yet often qualified labor and expertise in developing countries, and increasing client-side global sourcing experience. We show how this dynamic has led firms to develop new global capabilities, governance and business models, changed the geographic distribution of work and expertise, and promoted the emergence of new geographic knowledge services clusters. We further introduce three new trends – the emergence of global delivery models, ICT- enabled service automation, and impact sourcing – and discuss future directions for research

Situational dimensions of a coordination theory for network-based team management

The digital coordination of work in emerging organizational landscapes is at a critical moment of evolution. New challenges are emerging as the modern workplace of enterprises has widened from static partnerships, to open ecosystems and digital communities with highly distributed resources, teams, and activities. To address the emerging need for future work coordination models, we provided a modernization of coordination theory and proposed situational dimensions and facets of work management contexts. As the first exposition of this, we focused on team management covering formation, resourcing, structuring, and operations. The multidimensional team coordination framework was validated through an open manufacturing case study

Programme management principles as critical success factors for the realisation of post-implementation benefits from an ERP implementation

A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Masters of Science, Industrial Engineering, 31 March 2015The purpose of this research was to determine whether principles promoted by a programme management discipline be defined as critical success factors (CSFs) for the realisation of post-implementation benefits from an ERP investment in an organisation. The research method consists of a single case study with three embedded cases. The main source of data was the use of semi-structured interviews, and business documentation was used to corroborate findings. It was concluded that of the eleven CSFs proposed, three were highly likely CSFs, seven were likely but had certain conditions attached, and one is most likely not a CSF. It was also discovered that four additional CSFs proposed in interviews conducted may be relevant, and that four themes exist within the case data analysed. These may form part of future work

Would i use my personal blog for commercial exchange?

As information-based processes are usually independent of the location or even the processor, they can be oftentimes either automated or relocated to foreign sites to profit from differences in wages. Both strategies bear enormous micro-economic potential in terms of cost savings. However, with the main focus on cost reduction, risk due to the uncertain development of effective labor costs or future transaction volumes are oftentimes either inadequately considered or neglected. This systematically leads to false decisions, in particular since the two strategies – relocation and automation – result in different risk profiles. In this paper, we analyze the conditions for automating or relocating parts of business processes and propose a decision model that suggests a risk/return efficient allocation to the alternatives. In particular, we consider how uncertainties of effective labor costs and transaction volumes influence the decision. As shifting tasks to other locations has effects on the workload at the original location, we also take into account costs for social effects. The practicability of our approach is demonstrated with an example that is based on real data of a major financial services provider