An exploratory study of enterprise architecture practices in Malaysia

This study was an exploratory investigation of the practice of the enterprise architecture (EA) in private and public enterprises in Malaysia. The Zachman Framework was used to evaluate the practice of EA in these enterprises. Ten enterprises from public and private sector participated in the study. Multiple sources including interviews, documents and survey were used as the data sources of the study. The findings presented in this paper were exploratory in our attempt to gain an insight of the EA practices in Malaysia. The paper would give the general outlook of the current practices of EA in Malaysian enterprises

REVIEWING OUTSOURCING CONTROVERSY IN INDONESIA (An Exploratory Study of Human Resources Outsourcing Practice in Semarang City)

Outsourcing in Indonesia is still a controversy. The different concept of outsourcing between employers (vendors and users), employees/outsourced workers, and government makes another problem in outsourcing implementation, especially in industrial relationship either in enterprise and macro level. This study aims to determine the concept of outsourcing of each element of the tripartite, the problems that arise in the implementation, and solutions from each party, in dealing with the practice of the working system. The problems under study, based on specific issues related to industrial relations, including: wages, welfare programs, health and safety, discrimination, job security, and dispute resolution, and termination of employment. This qualitative research is an exploratory, with the data collection methods: focus group discussions, observations, interviews, and study documentation. The data collected from employers (vendors and users), the national unions, worker outsourcing, and government within the scope of Semarang city. The results showed that the problems that arise due to differences in each party's conception of the tripartite elements. Uncertainty rules of outsourcing is a major problem, giving rise to labor flexibility in the implementation, which implies profitable for each party, especially the workers of outsourcing. In the end, the regulation enforcement related to the implementation of the outsourcing firm is badly needed, to compromise the disputes of workers and employer interests

After outsourcing – the outsourced unit: Dependence, capabilities and strategy

Outsourcing is in this study defined as the transfer of responsibility and activities, including relevant assets and resources, from a user to a legally separate party, that becomes a vendor to the user. An outsourcer transfers activities to an outsourced unit. The situation of the outsourced unit becomes problematic in its provision of goods or services to both the outsourcer and other buyers. Specifically, the outsourced unit after outsourcing has ample and tight bonds to the outsourcer and there is a need to strike a balance between dependence and independence towards the outsourcer. The investigated problem reported in this article is: How can the outsourced unit strategically handle its situation after the outsourcing? Issues at stake for the outsourced unit are: How to hand le dependence on the outsourcer. How to use and develop competitive advantages, capabilities and resources. How to develop and implement business strategy. Dependence can reside in asset specificity: Relationships with the outsourcer and business partners, need for the exchange partner’s competence, joint governance systems, the relative volume of goods/services provided and/or specialization of goods/services towards the exchange partner. The structure of the market may make it more or less possible to substitute one exchange partner for another. For sustainable competitive advantage, the possession of or access to strategic capabilities and resources is needed, which the outsourced unit accumulates and deploys. The firm must meet the demand with a supply based on its capabilities and resources. The outsourced unit obviously starts with resources collected and capabilities developed by the out sourcer. It is its management’s task to identify and muster the resources and strategic capabilities of the firm. Inherited capabilities and resources may thus need to be developed into capabilities that are important for the outsourcer’s new role and position. In two in-depth cases outsourced units are studied with focus on dependence on the outsourcer, the units’ guiding competitive advantages, their capabilities and resources. Two distinct strategies are identified. A strategy of conjunction with the outsourcer is to make use of competitive advantages, align capabilities and resources towards the outsourcer’s needs and to build on dependence by holding specific assets of interest for the outsourcer. A strategy of disjunction implies reducing dependence on the outsourcer by seeking new alliances and markets outside the outsourcer-outsourced relation. Disharmony with either of the strategies is discussed as a reason for strategic change.Outsourcing; business relations; strategy

Value-driven Security Agreements in Extended Enterprises

Today organizations are highly interconnected in business networks called extended enterprises. This is mostly facilitated by outsourcing and by new economic models based on pay-as-you-go billing; all supported by IT-as-a-service. Although outsourcing has been around for some time, what is now new is the fact that organizations are increasingly outsourcing critical business processes, engaging on complex service bundles, and moving infrastructure and their management to the custody of third parties. Although this gives competitive advantage by reducing cost and increasing flexibility, it increases security risks by eroding security perimeters that used to separate insiders with security privileges from outsiders without security privileges. The classical security distinction between insiders and outsiders is supplemented with a third category of threat agents, namely external insiders, who are not subject to the internal control of an organization but yet have some access privileges to its resources that normal outsiders do not have. Protection against external insiders requires security agreements between organizations in an extended enterprise. Currently, there is no practical method that allows security officers to specify such requirements. In this paper we provide a method for modeling an extended enterprise architecture, identifying external insider roles, and for specifying security requirements that mitigate security threats posed by these roles. We illustrate our method with a realistic example

Agency Risks in Outsourcing Corporate Real Estate Functions

Firms outsource business functions to focus on core competencies and cut operating expenses. However, companies must consider agency costs in determining the optimal staffing/outsourcing balance. Analysis of the views of corporate real estate managers and real estate service providers indicate that although they share a common vision of the role of corporate real estate, providers focus more on traditional real estate tasks than on corporate business strategy. The optimum balance of staffing/outsourcing may consist of a corporate real estate staff that understands the overall corporate strategy and devotes its resources to strategic planning, program development, contracting, and monitoring outsourced tasks.

Tracking Chart 2005 Fifth & Pacific, Sri Lanka 08027082D

This document is part of a digital collection provided by the Martin P. Catherwood Library, ILR School, Cornell University, pertaining to the effects of globalization on the workplace worldwide. Special emphasis is placed on labor rights, working conditions, labor market changes, and union organizing.FLA_2005_Fifth_Pacific_TC_Sri_Lanka_08027082D.pdf: 11 downloads, before Oct. 1, 2020

Reconciling visions and realities of virtual working: findings from the UK chemicals industry

The emergence of advanced technologies such as Grid computing will, some suggest, allow the final realisation of visions of virtual organisations. This will, according to its advocates, have entirely positive impacts, creating communities of experts, increasing flexibility, reducing the need for travel and making communications more efficient by crossing boundaries of time and space. Such predictions about future patterns of virtual working are, unfortunately, rarely grounded in real working practices, and often neglect to account for both the rich and varied interpretations that may exist of what constitutes virtual working and the constraints and concerns of those who would do it. This chapter gives attention to the consequences of different views over what virtuality might mean in practice and, in particular, considers virtuality in relation to customer and supplier relationships in a competitive and commercial context. The discussion is based upon a three year study that investigated contrasting visions of what was technically feasible and might be organisationally desirable in the UK Chemicals industry. Through interviews with managers and staff of companies both large and small that research provided insights into the different meanings that organisations attribute to the virtuality of work and to the acceptability of potential implementations of a middleware technology. It was found that interpretations of virtuality amongst the potential users and participants were strongly influenced by established work practices and by previous experiences of relationships-at-a-distance with suppliers and customers. There was a sharp contrast with the enthusiastic visions of virtual working that were already being encapsulated in the middleware by the technical developers; visions of internet-only interaction were perceived as rigid, alienating from well-established ways of working with suppliers and customers and unworkable. In this chapter we shall capture these differences by making a distinction amongst compet