Comparing IT Supplier Selection Criteria in Single- Versus Multi-Sourcing Constellations: An Empirical Study

Although information technology (IT) outsourcing is widely applied by companies and has been intensively researched, there has been little scientific research on the differences in single- versus multi-sourcing constellations. Furthermore, linear extension of single-sourcing to multi-sourcing is limited, despite the fact that companies utilize multi-sourcing more frequently in recent times. This empirical research aims to increase the understanding of differences in single- versus multi-sourcing constellations based on the relevance of IT supplier selection criteria for application development and maintenance as well as infrastructure services. Based on a literature review, an empirical survey of sourcing professionals was conducted. Combined inferential and descriptive statistical analysis indicates a significant difference of the relevance of various IT supplier selection criteria in single- versus multi-sourcing constellations. The study reveals that criteria related to supplier-risk are more relevant in single-sourcing, while criteria related to price are dominant in multi-sourcing constellations

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

PDS ‘To Go’? ‘Portability’ of Rights through Real-time Monitoring: the Centralised Online Real-time Electronic PDS in Chhattisgarh, India

Information and communications technology (ICT)-based reforms are increasingly being used to improve the delivery of public services. These reforms have taken the form of crowd-sourcing information (election monitoring), using ICTs to increase efficiency (e.g. computerised land registry systems), and connecting users to providers (e.g. mobile phone-based health services). These different approaches attempt to improve delivery through either (a) improving the quality of information, (b) reducing corruption or (c) making access more convenient and simple. The main question which the research reported here addressed was: through what processes, and under what conditions, do real-time monitoring technology-based reforms strengthen accountability and affect the delivery of public services? This was done by examining the Centralised Online Real-time Electronic (CORE) Public Distribution System (PDS) reforms introduced by the State Government of Chhattisgarh, India.UK Department for International Developmen

A Resource-Based Analysis of Outsourcing: Evidence from Case Studies

The central role that information technology plays in the management of companies, the massive investments that are required, and a preoccupation for rationalization explain in good part the renewed interest in the strategies used for information systems sourcing. In-house provision is often seen as the best way to provide an organization with IT services that are well adapted to support its business activities while preserving its trademark processes and know-how. On the other hand, critics argue that a better solution is to outsource those IT activities to specialists, thus permitting the company to focus on its core business. The choice of a sourcing mode has an impact on the ability of the firm to implement its systems and ultimately to compete in its field of business. In order to better understand under what conditions a firm should choose one sourcing mode over another, we argue that it is necessary to analyze the interactions between a firm's competencies and the strategic value of those competencies. This is investigated using evidence from 21 information system projects. The0501n findings were that the best predictor of success and failure, by far, is the fit between the governance mode and the position of the project in the value/availability matrix. Another interesting finding is that no sourcing mode per se seems to lead to successful outcomes. It is always a matter of selecting the appropriate mode for each situation. De plus en plus, les technologies de l'information sont au centre des préoccupations des gestionnaires. Elles commandent des investissements massifs et peuvent être gérées de diverses manières. Traditionnellement, une gestion interne était favorisée pour fournir à l'organisation des services sur mesure et pour protéger des pratiques uniques, permettant à l'organisation de se différencier. Les détracteurs de cette approche soutiennent que l'impartition est un meilleur choix. L'impartition permet à la firme de se concentrer sur ses compétences de bases tout en lui donnant accès à des spécialistes de pointe. Pour mieux comprendre le lien entre les compétences de la firme et l'impartition, 21 projets sont étudiés. Les résultats indiquent que le meilleur prédicteur de succès est l'adéquation entre le mode de gestion et le profil de compétences de la firme.Outsourcing of IT, resource-based theory, IT resources, Impartition, approche centrée sur les resources, étude de cas

Social innovations in outsourcing: an empirical investigation of impact sourcing companies in India

Impact sourcing – the practice of bringing digitally-enabled outsourcing jobs to marginalized individuals – is an important emerging social innovation in the outsourcing industry. The impact sourcing model of delivering Information Technology and Business Process Outsourcing (IT–BPO) services not only seeks to deliver business value for clients, but is also driven by an explicit social mission to help marginalized communities enjoy the benefits of globalization. This dual focus has led to the ambitious claim that social value creation can be integral to (and not always by-products of) innovative IT–BPO models. Given the relative newness of the impact sourcing business model there is scarce research about how impact sourcing companies emerge and the process through which entrepreneurs build and operate such companies. This paper draws on a qualitative study of seven Indian impact sourcing companies and develops a process model of the individual-level motivational triggers of impact sourcing entrepreneurship, the entrepreneurial actions underpinning different phases of venture creation and the positive institutional-level influences on impact sourcing. The paper argues that since deeply personalized values are central to the creation and development of impact sourcing companies, the business model may not be easy to replicate. The analysis highlights an intensive period of embedding and robust alliances with local partners as crucial for the scalability and sustainability of the impact sourcing business model. It also emphasizes the role of ‘social’ encoding and mimicry in determining the extent to which impact sourcing companies are able to retain their commitment to marginalized communities

A framework and tool to manage Cloud Computing service quality

Cloud Computing has generated considerable interest in both companies specialized in Information and Communication Technology and business context in general. The Sourcing Capability Maturity Model for service (e-SCM) is a capability model for offshore outsourcing services between clients and providers that offers appropriate strategies to enhance Cloud Computing implementation. It intends to achieve the required quality of service and develop an effective working relationship between clients and providers. Moreover, quality evaluation framework is a framework to control the quality of any product and/or process. It offers a tool support that can generate software artifacts to manage any type of product and service efficiently and effectively. Thus, the aim of this paper was to make this framework and tool support available to manage Cloud Computing service quality between clients and providers by means of e-SCM.Ministerio de Ciencia e Innovación TIN2013-46928-C3-3-RJunta de Andalucía TIC-578

Defining impact sourcing and its conceptual underpinnings

Impact Sourcing has been generally defined as a practice in Information Technology outsourcing (ITO) and business process outsourcing (BPO) that employs disadvantaged individuals to provide outsourcing services. There is an emerging interest in Impact Sourcing evidenced by a growing number of research in the field. However, as it is still at its nascent stage, no common definition of Impact sourcing has been established. This paper attempts to fill this gap. To accomplish this 21papers (professional and academic) on Impact Sourcing were reviewed to, among others, identify the various concepts that underpin Impact Sourcing and characteristics that make up the practice. Considering characteristics such as the primary activities, location and task types, a comprehensive definition of Impact Sourcing is offered

Leveraging social networking for talent management:an exploratory study of Indian firms

Utilizing the social capital and social network theories, this research explores and highlights how social networking has been strategically utilized as an effective tool by organizations for employer branding and innovative talent acquisition strategies in India. Qualitative data from 78 semistructured interviews with human resources (HR) professionals of information technology (IT), information technology-enabled services (ITeS), and talent acquisition organizations confirm the growing utilization of social networking sites (SNSs) as part of the organizational HR strategy for employer branding and talent sourcing, acquisition and retention, and reinforcing stronger relationship with their employees. The study contributes to the fields of talent management and social networks and has several key implications for practitioners regarding the usefulness of SNSs to organizational branding, talent management, and retention