The role of organisational change management in offshore outsourcing of information technology services : qualitative case studies from a multinational pharmaceutical company

This research study seeks to understand the nature of organisational change with respect to offshore outsourcing of information technology services in a multinational pharmaceutical company, and to examine the effectiveness of approaches used to manage this change so that lessons may be drawn from these experiences. Despite the abundant literature on effective organisational change management, the key factors that need to be managed properly at different stages of the offshore outsourcing process are not well understood. The research adopts a processual view to paint a broad picture of the issues involved in these different stages. A generic process model of change, based on the review of the change literature, was first developed to represent how change was intended to occur. This model focuses on the following four stages in the change process: context, diagnosis and planning, implementation, and institutionalisation. The research employs an interpretive case study approach and draws on fieldwork from three independent information systems departments (cases) of the company, where offshore outsourcing programmes were implemented. Qualitative data from semi- structured interviews, direct observation and document analysis are analysed by applying the generic process model to produce a detailed account of the way in which change was managed in the case organisations. The findings reveal that a combination of contextual factors, both external and internal to the company, influenced the adoption and use of offshore outsourcing in the case organisations. Externally, the economic forces were found to be the main catalyst for the change, while internally the role of the executive leadership and the lack of internal resources further explain the motivations behind the adoption of offshore outsourcing. The study illustrates that achieving successful outcomes from offshore outsourcing activities critically depends on the organisation adequately addressing a number of factors, such as conveying a sense of urgency, developing and communicating the vision, identifying the benefits of change and how they will be delivered, generating short-term wins, providing education and training, developing a fit between the change and organisational culture, etc., throughout the change process. The findings also highlight the effects of offshore outsourcing on the case organisations, including change in job roles and responsibilities and organisational learning activities that enable corrective actions to improve change management efforts. An important contribution of this research is the development of a model providing a more comprehensive understanding of the change process associated with the implementation of offshore IT outsourcing. Recommendations for policy makers and change managers to improve change management practice based on the research findings, as well as recommendations for further research, form a significant part of the conclusions

Onset of Propagation of Planar Cracks in Heterogeneous Media

The dynamics of planar crack fronts in hetergeneous media near the critical load for onset of crack motion are investigated both analytically and by numerical simulations. Elasticity of the solid leads to long range stress transfer along the crack front which is non-monotonic in time due to the elastic waves in the medium. In the quasistatic limit with instantaneous stress transfer, the crack front exhibits dynamic critical phenomenon, with a second order like transition from a pinned to a moving phase as the applied load is increased through a critical value. At criticality, the crack-front is self-affine, with a roughness exponent $\zeta =0.34\pm 0.02$. The dynamic exponent $z$ is found to be equal to $0.74\pm 0.03$ and the correlation length exponent $\nu =1.52\pm 0.02$. These results are in good agreement with those obtained from an epsilon expansion. Sound-travel time delays in the stress transfer do not change the static exponents but the dynamic exponent $z$ becomes exactly one. Real elastic waves, however, lead to overshoots in the stresses above their eventual static value when one part of the crack front moves forward. Simplified models of these stress overshoots are used to show that overshoots are relevant at the depinning transition leading to a decrease in the critical load and an apparent jump in the velocity of the crack front directly to a non-zero value. In finite systems, the velocity also shows hysteretic behaviour as a function of the loading. These results suggest a first order like transition. Possible implications for real tensile cracks are discussed.Comment: 51 pages + 20 figur