The assessment of the relationship between information technology (IT) and airport performance

The evolution of the airport business is demonstrated by airports that are adopting new business strategies and commercial models, which allow them to be, for example, service providers instead of real-estate managers, with the focus on cost reduction and increasing non-aeronautical (commercial) revenues. Information technology (IT) can be used by airports to achieve their business goals, such as enhancing performance by delivering cost reductions and generating additional revenue streams. Airports operate in an increasingly competitive and dynamic market, with the aim of attracting a larger share of hub traffic from neighbouring airports. Therefore, financial and operational performance will be key elements for airlines when choosing a new airport destination. The research shows that airports are more focused on passenger satisfaction, resulting in airport performance indicators that have the passenger at its operational core and performance targets (e.g. Airport Service Quality passenger satisfaction survey). IT plays an important role in increasing airport performance through the automation of processes such as the deployment of common-use check-in desks and self-service check-in kiosks. Studies of other industries have shown evidence that IT impacts firm performance, but there have been few studies related to the airport industry. Thus, the aim of this research is to assess the relationship between IT and airport performance, and it proposes a conceptual framework to assess the relationship between IT and airport performance by drawing from studies in other industries. Two methodologies were used in this research, the first one was the case study, and the second one was the online survey. The case studies consisted of 16 faceto- face interviews with senior staff representing two airports in Asia, one airport in Australia, and one airport in Europe. The case studies result show that there is a relationship between IT and airport performance ... [cont.]

Pharmaceutical supply chains in Nigeria : a framework for outsourcing outbound value chains

Abstract: Effective patients’ treatment is predicated on availability of high quality medicines access. The outbound segment of pharmaceutical supply chains is critical to achieving this goal. In this study, the pharmaceutical supply chains management in Nigeria with emphasis on the outsourcing of the outbound value chains was investigated. The objectives were to study the extent of outsourcing of outbound value chain activities in the Nigerian pharmaceutical industry, investigate the rationale for outsourcing outbound pharmaceutical value chains in Nigeria, study the critical criteria for a successful selection and outsourcing relationship with 3rd Party Service Providers, identify the desired outcomes of outsourcing outbound pharmaceutical value chains and utilize the study results to develop a framework for outsourcing and improvement of outbound value chain activities in the Nigerian pharmaceutical industry...D.Phil. (Operations Management

Identifying Different IS Outsourcing Client Types

Despite the experience with IS outsourcing for decades, numerous outsourcing arrangements fail in practice. Likely reasons for such failures can be ascribed to divergent expectations and an inappropriate governance of the outsourcing relationship. The objective of this paper is to explore different types of outsourcing relationships and their configuration depending on the underlying expectations of outsourcing clients. Based on survey responses from 268 outsourcing clients, the data was analyzed with an exploratory factor analysis revealing four main outsourcing motives. These factors were used as distinguishing variables in a subsequent cluster analysis revealing four distinct outsourcing client types: business-efficiency clients, cost-conscious clients, strategists, and IT-excellence and reliability-oriented clients. These types were characterized along their underlying outsourcing motives and attributes that form each type. The findings call for a more differentiated view on outsourcing relationships. The paper concludes with implications for outsourcing clients and vendors and an outlook on future research

The assessment of the relationship between information technology (IT) and airport performance

The evolution of the airport business is demonstrated by airports that are adopting new business strategies and commercial models, which allow them to be, for example, service providers instead of real-estate managers, with the focus on cost reduction and increasing non-aeronautical (commercial) revenues. Information technology (IT) can be used by airports to achieve their business goals, such as enhancing performance by delivering cost reductions and generating additional revenue streams. Airports operate in an increasingly competitive and dynamic market, with the aim of attracting a larger share of hub traffic from neighbouring airports. Therefore, financial and operational performance will be key elements for airlines when choosing a new airport destination. The research shows that airports are more focused on passenger satisfaction, resulting in airport performance indicators that have the passenger at its operational core and performance targets (e.g. Airport Service Quality passenger satisfaction survey). IT plays an important role in increasing airport performance through the automation of processes such as the deployment of common-use check-in desks and self-service check-in kiosks. Studies of other industries have shown evidence that IT impacts firm performance, but there have been few studies related to the airport industry. Thus, the aim of this research is to assess the relationship between IT and airport performance, and it proposes a conceptual framework to assess the relationship between IT and airport performance by drawing from studies in other industries. Two methodologies were used in this research, the first one was the case study, and the second one was the online survey. The case studies consisted of 16 faceto- face interviews with senior staff representing two airports in Asia, one airport in Australia, and one airport in Europe. The case studies result show that there is a relationship between IT and airport performance ... [cont.]

Framework of Six Sigma implementation analysis on SMEs in Malaysia for information technology services, products and processes

For the past two decades, the majority of Malaysia’s IT companies have been widely adopting a Quality Assurance (QA) approach as a basis for self-improvement and internal-assessment in IT project management. Quality Control (QC) is a comprehensive top-down observation approach used to fulfill requirements for quality outputs which focuses on the aspect of process outputs evaluation. However in the Malaysian context, QC and combination of QA and QC as a means of quality improvement approaches have not received significant attention. This research study aims to explore the possibility of integrating QC and QA+QC approaches through Six Sigma quality management standard to provide tangible and measureable business results by continuous process improvement to boost customer satisfactions. The research project adopted an exploratory case study approach on three Malaysian IT companies in the business area of IT Process, IT Service and IT Product. Semi-structured interviews, online surveys, self-administered questionnaires, job observations, document analysis and on-the-job-training are amongst the methodologies employed in these case studies. These collected data and viewpoints along with findings from an extensive literature review were used to benchmark quality improvement initiatives, best practices and to develop a Six Sigma framework for the context of the SMEs in the Malaysian IT industry. This research project contributed to both the theory and practice of implementing and integrating Six Sigma in IT products, services and processes. The newly developed framework has been proven capable of providing a general and fundamental start-up decision by demonstrating how a company with and without formal QIM can be integrated and implemented with Six Sigma practices to close the variation gap between QA and QC. This framework also takes into consideration those companies with an existing QIM for a new face-lift migration without having to drop their existing QIM. This can be achieved by integrating a new QIM which addresses most weaknesses of the current QIM while retaining most of the current business routine strengths. This framework explored how Six Sigma can be expanded and extended to include secondary external factors that are critical to successful QIM implementation. A vital segment emphasizes Six Sigma as a QA+QC approach in IT processes; and the ability to properly manage IT processes will result in overall performance improvement to IT Products and IT Services. The developed Six Sigma implementation framework can serve as a baseline for SMEs to better manage, control and track business performance and product quality; and at the same time creates clearer insights and un-biased views of Six Sigma implementation onto the IT industries to drive towards operational excellence

Strategic innovation in information technology outsourcing: identifying the gaps between vendor contribution and client requirement

While much research has focused on information technology (IT) outsourcing, little research has concentrated on how a vendor's offerings fit into the strategic vision of its client company. This research identifies the areas in which client companies expect information technology (IT) outsourcing vendors to make contributions to their strategic innovation. Through case studies and a literature review, this research offers insights into each IT outsourcing party's definitions and perceptions of innovation, how client and vendor companies formulate and implement innovation, and each party's expectations in outsourcing for innovation. Case studies of client and vendor organizations engaged in IT outsourcing arrangements and a review of the service level agreement literature yielded the following findings: (1) client companies present certain challenges to vendors that are trying to innovate in their organizations, (2) vendors must determine how to bridge the gap between the client's current IT organization and the client's desired result, (3) certain traits must be present in client companies in order for them to realize innovation through IT outsourcing arrangements, and (4) certain contractual elements are instrumental in ensuring that the client's innovation requirements are met

Information Outlook, September 2005

Volume 9, Issue 9https://scholarworks.sjsu.edu/sla_io_2005/1008/thumbnail.jp

The shared services model and new opportunities for the global professional service firm

The shared services model and new opportunities for the global professional service fir

IS/IT Investment Evaluation and Benefits Realisation Issues in a Government Organisation

The issue of expected and actual benefits realised from IS/IT investments has generated a significant amount of debate in the IS/IT literature amongst researchers, academics, and practitioners. This is as true in Australia as it is in the rest of the developed world. Thus, a detailed program of research into the current Australian practice and processes of IS/IT investment evaluation and benefits realisation was initiated. As part of this research program an in-depth case study of these practices and processes in a large government department, with a mix of insourced and outsourced IS/IT activities, was conducted. Issues arising from the study include a lack of a formal IS/IT investment evaluation methodology and a lack of understanding of the evaluation approach used, a lack of any (formal and informal) benefits realisation methodology and a lack of understanding of benefits management practices, the use of an informal IS/IT investment evaluation process, focus on quantitative IS/IT investment evaluation measures, conflicting motivations for outsourcing, different perception of success of the contracts by stakeholders, IS/IT skill shortage within the organisation, embedded contract mentality, complicated contract arrangements, over-reliance on a single contractor, lack of user involvement/participation in contract development, and general lack of commitment by contractors