349 research outputs found
South Africa's business process outsourcing services sector: Lessons for Western-based client firms
Since 2008, South Africa has become one of the world's upcoming offshore destinations for business process outsourcing (BPO), a market estimated to be worth $US 182 billion globally by 2013. Western-based client firms evaluating South Africa as a BPO destination must consider the country's relative value against alternative locations. Client firms also have a number of engagement models from which to choose, inclucling outsourcing, erecting a captive centre, or acquiring an existing BPO business. The research finds that, for the UK, US, and Australian client companies in this study, South Africa's value proposition is not just based on costs as other locations are often cheaper. South Africa's value proposition is about overall economic value, high quality service and staff, strong cultural compatibility, and a favourable time zone. The findings reveal that South Africa complements the global portfolio for Western-based client firms that already have BPO centres in Inclia, the Philippines, and Eastern Europe. Moreover, whether client firms build or buy services from South Africa, the research identifies clistinctive risks that need to be mitigated by investing in and effectively governing the business processes performed offshore. Finally, from the case study research, this article identifies management lessons for leveraging South Africa's identifiable BPO service advantage
Scholarly Commentaries on Hirschheimâs âAgainst Theoryâ
This paper presents seven scholarly commentaries on Hirschheimâs âAgainst Theoryâ essay published in this issue of the Journal of the Association for Information Systems. Each commentary is written by a renowned IS researcher. Following the individual commentaries is Hirschheimâs response to the commentaries. Each commentary provides an insightful exegesis on theory in its own right and, collectively, the commentaries and response provide thought-provoking reflections for researchers in IS and beyond
We All Know How, Donât We? On the Role of Scrum in IT-Offshoring
Part 2: Creating Value through Software DevelopmentInternational audienceOffshoring in the IT-industry involves dual interactions between a mother company and an external supplier, often viewed with an implicit perspective from the mother company. This article review general off shoring and IT offshoring literature, focusing on the proliferation of a globally available set of routines; Scrum and Agile. Two cases are studied; a small company and short process and a large mother company with a long process. The interactions of the set ups shows that global concepts like Scrum and Agile are far from a common platform. The âwell knownâ concepts are locally shaped and the enterprises have mixed experiences
Exploring the âimpactâ in Impact sourcing ventures: a sociology of space perspective
Using qualitative methods this paper explores the lived experience of individuals employed in impact sourcing ventures. In doing so, the paper attempts to understand âimpactâ from the point of view of beneficiaries. The paper, drawing on Georg Simmelâs work on the sociology of space, explores how space influences the lived experience of beneficiaries in ImS ventures. The findings highlight the various strategies adopted by beneficiaries to navigate the dialectical tensions experienced as a result of living and working in the new (ImS workplace) and the old (community) space. The paper also draws attention to the multifaceted nature of impact
Investigating the Information Systems Heterarchy
This article assesses how one IS organization is changing in response to the increased globalization of software development and posits the emergence of a new form of multi-national enterprise (MNE)âthe heterarchy. Data from two projects create new insights into the structures and behaviors of ISMNEs as they adapt to global systems development. The article identifies four primary dimensions of impactâcultural, economic, operational, and organizationalâand suggests how such organizations are evolvin
Co-creation of Value in IT Service Processes Using Semantic MediaWiki
Abstract: Enterprises are substituting their own IT-Systems by services provided by external providers. This provisioning of services may be done in an industrialized way, separating the service provider from the consumer. However, using industrialized services diminishes the capability to differentiate from competitors. To counter this, collaborative service processes based on the co-creation of value between service providers and prosumers are of huge importance. The approach presented shows how the co-creation of value in IT-service processes can profit from social software, using the example of the Semantic MediaWiki
Assessing the relationship between bpm maturity and the success of organizations
Pinto, J., & dos Santos, V. D. (2020). Assessing the relationship between bpm maturity and the success of organizations. In R. Silhavy (Ed.), Applied Informatics and Cybernetics in Intelligent Systems: Proceedings of the 9th Computer Science On-line Conference, CSOC 2020 (pp. 108-126). (Advances in Intelligent Systems and Computing; Vol. 1226 AISC). Springer. https://doi.org/10.1007/978-3-030-51974-2_10For the past decades, organizations have been investing heavily in BPM projects in the hope of improving their competitive advantage in an increasingly complex environment. However, although it is believed that the higher the level of BPM maturity the greater the success of the organization, experience shows that this relationship is not always possible to prove. The purpose of this study is to help clarify the relationship between the level of BPM maturity and the success of an organization. This was done through the implementation of a case study-based research within a global company, focusing on the shared services organization. An analysis of the existing BPM maturity models and its level of coverage of BPM core areas was conducted to select the most suitable BPM maturity model to conduct the assessment of the current BPM maturity level. It was also established a framework to characterize the success of an organization. These two inputs, along with information gathered to understand implemented process improvements, were the basis for conducting the research. Results show a successful organization, with a high maturity level according to the BPM OMG maturity model, that has been investing in continually improving its processes with a strong focus on digital transformation. The identified benefits from a high level of BPM maturity, namely improved productivity, cost reduction, error & risk prevention, higher agility, employee upskilling and knowledge retention, were shown to have a positive influence in the majority of the dimensions used to characterize the success of the organization.authorsversionpublishe
Exploring capability maturity models and relevant practices as solutions addressing information technology service offshoring project issues
This research investigated Capability Maturity Models (CMM) / Capability Maturity Model Integration (CMMI) best practices and their effects on managing and mitigating critical issues associated with offshore development. Using a web-based survey, data was collected from 451 Information Technology and software development firms in the US. The results of the analysis show that IT companies applying CMM/CMMI models have fewer issues associated with IT offshoring. When US IT companies utilizing and incorporating different practices from TSP and People-CMM into CMMI-DEV/SVC and CMMI-ACQ, they have fewer offshoring issues related to language barriers and cultural differences
Sourcing von Finanzprozessen - Ein Modell zur simultanen Bewertung von Economies of Scale und Scope
IT controls in the public cloud : success factors for allocation of roles and responsibilities
The rapid adoption of cloud computing by organizations has resulted in the transformation of the roles and responsibilities of staff in managing the information technology (IT) resources (via IT governance controls) that have migrated to the cloud. Hence, the objective of this research is to provide a set of success factors that can assist IT managers to allocate the roles and responsibilities
of IT controls appropriately to staff to manage the migrated IT resources. Accordingly, we generated a set of success factors from behavioral and information systems (IS) literature. These success factors were verified using in-depth interviews of executives from the United Arab Emirates (UAE).
The empirical intervention suggests that the role allocation is driven predominantly by peopleâs skills, competencies, organizational strategy, structures, and policies. In addition, the research made clear that the most significant competency and skill for a person allocated to IT controls is to be able to evaluate and manage a cloud service provider, especially in terms of risks, compliance, and security issues related to public cloud technology. The findings of this study not only offer new insights for scholars and practitioners involved in assigning responsibilities but also provide extensions for IT governance framework authorities to align their guidelines to the emerging cloud technology
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