Outsourcing decision-making aspects considered by IT departments in Brazilian companies

The study of Information Technology (IT) outsourcing is relevant because companies are outsourcing their activities more than ever. An important IT outsourcing research area is the decision-making process. In other words, the comprehension of how companies decide about outsourcing their IT operations is relevant from research point of view. Therefore, the objective of this study is to understand the decision-making process used by Brazilian companies when outsourcing their IT operations. An analysis of the literature that refers to this subject showed that six aspects are usually considered by companies on the evaluation of IT outsourcing service alternatives. This research verified how these six aspects are considered by Brazilian companies on IT outsourcing decisions. The survey showed that Brazilian companies consider all the six aspects, but each of them has a different level of importance. The research also grouped the aspects according to their level of importance and interdependency, using factorial analysis to understand the logic behind IT outsourcing decision process.     

构建高效率组织工作机制 深化物资供应质量管理

从现行的物资供应组织工作机制和质量管理现状入手，阐述了物资供应的职责和已建立的质量保证体系模式，通过对工作中存在问题的调查分析，发现有章不循，责任心差是影响质量控制关键，为此推行了以明确岗位职责，建立目标体系为内容的岗位责任推进机制；以动态管理和三岗制为内容的工作创新机制，以理顺业务流程，以制度管人为内容的监督约束机制；以提高自身素质为内容的教育机制。     

ICTs quality and technical efficiency: An empirical analysis

In 1987, Robert M. Solow hinted at the computer age and productivity statistics puzzle. While this puzzle persisted for many years, a growing literature has picked it up to examine the effect of ICTs on technical efficiency. However, this literature has focused mainly on quantity-based ICTs measures, which have come under severe criticism in recent times. We advance this literature in this paper by shifting the focus of analysis to quality-based ICTs measures; in this case, Internet quality. We also extend the literature by examining how the envisaged relationship between ICTs quality and technical efficiency is conditioned by a country's unique attributes. Our results show a significantly positive effect of ICTs quality on technical efficiency. We also find that the technical efficiency gains associated with ICTs quality are higher in skill-abundant countries, countries that engage more intensively in cross-border trade, have stronger contracting institutions, and are endowed with well-functioning and well-developed financial markets that ensure greater efficiency of capital allocation. We find a network effect in the nexus between ICTs quality and technical efficiency. That is, the marginal effect of ICTs quality on technical efficiency increases as the number of Internet users expands. We discuss the policy implications of our findings.     

Managerial control and the limits to employee participation in retail work spaces: evidence from a UK IKEA store

This article contributes to labour process debates around managerial control and worker autonomy in the retail workplace. Through critical analysis of managerial strategies in the production of organisational space within an IKEA store, it explores how spatial design and practice shape managerial control and employee participation. Rather than the rhetoric of employee participation espoused by IKEA, our findings emphasise how managers use space to foster employee commitment to corporate objectives. While employees do exercise their own agency and spatial practice, their actions are moulded and constrained by dominant organisational structures and managerial strategies. As such, the article augments existing labour process research by developing new insights about how the spatial dimension shapes managerial control in retail workplaces. Although workers are far from the passive recipients of management decisions apparent in much labour process theory, their participation largely serves the strategic visions and spatial plans of their employer.     

银行信息系统外包及其风险管理研究——以C银行风险管理为例

银行投入了大量的资金进行IT建设,优化业务流程,提高服务效率,其普遍采用的方法是外包。但是,在开发和外包过程中,由于缺乏对项目的风险管理,问题不断产生,可能直接影响项目的上线。银行IT外包风险管理的一个有效手段就是对该风险的预先防范,对每个风险事件的风险影响程度、风险产生概率进行评估,为IT外包风险管理提供科学的依据,提高风险管理的效率和质量。本文详细地辨识了银行IT外包风险的风险源,并以C银行IT外包为背景,运用Borda方法对各种风险进行了评估。在此基础上,分析了风险的控制和防范策略,为银行业IT外包风险管理提供了一个实用而有效的菅理范式。     

The use of information technology tools in new product development phases: Analysis of effects on new product innovativeness, quality, and market performance

Extant research has largely ignored empirically examining how information technology (IT) affects new product effectiveness. Using the knowledge-based theory as a foundation, this study examines if, and how, particular IT tools used in the discovery, development, and commercialization phases of the new product development (NPD) process influence NPD effectiveness dimensions, namely, market performance, innovativeness, and quality of a new product. Based on data collected from NPD managers in the US and Canada, the findings indicate that specific IT tools contribute to various measures of new product effectiveness differently. Moreover, the results show the positive effect of these IT tools in different phases of the NPD process. This suggests that with regard to NPD, a decompositional approach that examines the role of IT within each phase of the NPD process is best. Based on these findings, the authors discuss theoretical and managerial implications of the study and suggest paths for future research. Managerially, some interesting results of our study are that decision support systems, file transfer protocols, and concept testing tools would significantly improve NPD effectiveness regardless of the phase they are used.     

Information technology change,work complexity and service jobs: a contingent perspective

We examine the contingent impact of implementing an enterprise‐wide information technology system (Enterprise Resource Planning) on perceptions of work complexity in clerical, technical and managerial service sector jobs. Using matched and control samples of employee survey data, we compare pre‐ and post‐intervention perceptions of work complexity and importance of analytical skills across three hierarchical job levels: clerical, technical and managerial. We find that employees in clerical jobs, at the lowest level in the hierarchy, experience a significant increase in work complexity and need for analytical skills, whereas those in technical and managerial service jobs do not. Implications for theory, management of technology and employment policy are discussed.     

Managerial technologies and power relations: a study of the Australian waterfront

In recent times, the modern port has been characterised by rapid changes in work technologies and the consolidation of logistics functions. These changes signify an important recomposition of the port labour process and raise questions about the strategic location of frontline manual jobs. This research examines how these changes have played out in the Australian ports industry, developing the argument that a depersonalised managerial form of control is emerging with potentially challenging consequences for worker solidarity and collective organisation. The argument is that relations between port management and workers have changed significantly, with a reconfiguration of job roles, skill compositions and thus workplace power relations. It is informed by qualitative research at two Australian ports, exploring the organisation of work and the impact of recent technologies.     

Service productivity and service quality: A necessary trade-off?

This paper is about service productivity and perceived service quality. Both a high service productivity and a high customer perceived quality are two main drivers of good performances in service companies and they simultaneously occur as a consequence of a synergy of several drivers such as employees' competences and motivation, organizational efficiency, technical devices availability, information technologies employment, etc. In scientific literature a trade-off between productivity and perceived service quality is asserted and several cases derived both by market observations and academic research could bear such trade-off out. But, is it possible to state that, under some circumstances, such a trade-off between productivity and perceived service quality could be avoided? And if yes, why such certified substitution should not work?In this paper, in order to trace some theoretical answer to the above questions, a managerial model based both on service science and production economics will be proposed. The model aims to find out some key causes that allow to explain the foundations of the mentioned trade-off and the potential conditions for its overcoming; moreover, such model will be employed in order to integrate services' productivity function with new variables and to provide some managerial guidelines for improving service management.     

Institutional life of intuitive insights: Legitimacy of virtuoso intuitive marketing management

Intuitive insights have been recognized as an integral part of marketing and managerial proficiency. In this article, we expand upon this understanding by theorizing the institutional dimension of intuitive expertise. By developing a theoretical framework with supportive propositions we maintain that for intuitive managerial expertise to be effective it requires legitimization in its inter-organizational contexts. Intuitive insights hence have a significant institutional and social existence, irreducible to cognition. This means that institutional logic may support or contradict efficient cognitive strategies, significantly influencing the performance of marketing management. Managerial implications follow to the fields of marketing management and intuitive decision-making.     

A transition from goods-dominant to service-dominant exchange logic in a B2B relationship: A relationship positioning perspective

The study complements the dominant interpretations of positioning in marketing management research by introducing a relational perspective on positioning in the industrial markets. Instead of focusing on products, brand, or company image only, the study focuses on the exchange logic of the relationship. The study suggests that exchange logic of the relationship i.e. relationship logic comprises a fundamental unit of positioning in the industrial markets. Accordingly, the study defines that relationship logic stems from the dynamics of the action, structural and management dimensions that integrate the buyer and supplier organizations into their mutual relationship. Through a longitudinal empirical study of a relationship between buyer and supplier companies in the food service industry, we show how the relationship has been repositioned from goods-dominant to service-dominant relationship logic. The results reveal elements on the action and structural dimensions, their mutual dynamics and managerial reframing actions that catalyze changes in the relationship logic, i.e., reposit the relationship. The results are organized into a framework that delineates the relationship positioning dimensions, and discusses the implications of such relationship positioning to guide further academic research and managerial practice.     

Dynamic managerial capabilities: Configuration and orchestration of top executives' capabilities and the firm's dominant logic

This paper contributes to the understanding of the executive team dynamic managerial capabilities by developing theory about the interplay between the firm's dominant logic and dynamic managerial capabilities (including managerial human capital, social capital, and cognition). We underscore the criticality of the two key CEO‐level functions: configuration and orchestration of senior executive team dynamic capabilities. We develop theory on how these functions create and sculpt the management team's absorptive capacity, which in turn shapes the team's adaptive capacity. We present theory about the distributed nature of efforts for organizational renewal where CEO's dynamic managerial capabilities in concerto with senior executive managerial capabilities will drive top management's ability to revitalize the firm's dominant logic and to achieve evolutionary fit. Copyright © 2012 John Wiley & Sons, Ltd.     

The needs of R&D professionals in their first and second managerial appointments: are they being met?

This study sets out to examine the practices of research professionals who are undertaking a research management role for the first or second time. Most of these managers are in their late twenties to middle thirties and are usually employed as team leaders.
R&D personnel early in their managerial career are served badly by the innovation literature. Much of this literature focuses on describing the behaviour of the participants rather than providing information with the potential to contribute to their managerial practice. A major objective of this study is to provide some messages for academics and others of how they may contribute better to the managerial function of first and second time R&D managers in the 21st century.     

Revisiting exercise of power strategies from the perspective of information processing

The digitization of channel management changes how firms acquire, interpret, and analyze information, which needs to be considered when evaluating the efficacy of exercising power strategies on interfirm cooperation. Drawing insights from the three mechanisms of interorganizational information processing capability, we identify contingent factors that may affect the relationship between firms' exercise of power strategies and interfirm cooperation at the firm (i.e., IT capability), dyadic (i.e., relationship quality), and network (i.e., network density) levels. We analyzed data sampled from 288 manufacturing firms and found that manufacturers' IT capability weakens the negative effect of exercising coercive power and the positive effect of exercising noncoercive power on interfirm cooperation. At the dyadic level, relationship quality between manufacturer and distributor weakens the negative effect of exercising coercive power on interfirm cooperation. Finally, at the network level, distributors' network density strengthens the positive effect of exercising noncoercive power on interfirm cooperation. Our findings contribute to the marketing channel literature by shedding new light on the effects of the exercise of power on interfirm cooperation in this digital era and offer actionable managerial insights.     

Mutual commitment to support exchange: relation‐specific IT system as a substitute for managerial hierarchy

This paper examines the effects of information technology (IT) on the governance of vertically related firms. We propose that a highly relation‐specific IT system in inter‐firm transactions plays a key role in the resulting inter‐firm governance as a mutual sunk‐cost commitment, in terms of leading to both less vertical integration (i.e., a change in governance mode as a first‐order effect) and a smaller number of suppliers (i.e., a change within a governance mode as a second‐order effect). As a result, this highly relation‐specific IT system (bilateral investment) can be an alternative governance mode of electronic integration that acts as a substitute for managerial hierarchy and vertical financial ownership. From a strategic management perspective, this paper provides transaction costs and resource‐based explanations on IT systems' impact on the organizational boundary decision and its impact on the likelihood of the firm achieving sustainable competitive advantage. Copyright © 2006 John Wiley & Sons, Ltd.     

The role of information technology in strategic buyer–supplier relationships

Information technology (IT) has long been acknowledged as an integral part of inter-organizational business exchange. The extant research, however, tends to emphasize the focal company perspective and focuses on operational issues, perceiving IT and business relationships as separable. Through a qualitative dyadic case study, our study defines how IT is positioned with regard to various elements of a strategic buyer–supplier relationship and the respective actors' operational and managerial behaviors. The study defines the role of IT regarding the structural, action, and management layers of a relationship and shows how IT can be a strong element around which relationship management activities are implemented to improve the consistency and performance of the relationship. The study prepares the ground for further qualitative and quantitative research to enhance a holistic understanding on IT in relation to the structures and processes in inter-organizational contexts of business relationships and networks.     

Customer Involvement in New Service Development: An Examination of Antecedents and Outcomes*

Customer involvement has been recognized as an important factor for successful service development. Despite its acknowledged importance, a review of the literature suggests that there is little empirical evidence about the effectiveness and outcomes of interacting with customers while developing new services. Similarly, the extant literature shows mixed views about the effect of technological uncertainty on customer involvement and the effectiveness of customer involvement at different stages of the new service development process. Against this backdrop, the present study has three objectives: (1) to investigate the effects of customer involvement on operational dimensions (i.e., innovation speed and technical quality) and market dimensions (i.e., competitive superiority and sales performance) of new service performance; (2) to examine the effect of technological novelty and technological turbulence on customer involvement; and (3) to explore the moderating effect of the stage of the development process on the relationships among technological novelty, technological turbulence and customer involvement, and customer involvement and new service performance. A total of 807 firms with 75 or more employees in a varied set of industries were selected from the Dun & Bradstreet's 2004 listing of Spanish service firms. A questionnaire was mailed to the person in charge of new service development at each company. A total of 102 complete questionnaires were returned. Findings reveal that whereas customer involvement has a positive direct effect on technical quality and innovation speed, it has an indirect effect on competitive superiority and sales performance through both technical quality and innovation speed. The study also finds a positive effect of technological novelty as well as technological turbulence on customer involvement. Contrary to expectations, the study does not find any moderating effects of the stage of the development process. This study has several theoretical and managerial implications. In terms of theoretical implications, the study supports the role of technological uncertainty (novelty and turbulence) as an antecedent to customer involvement. It also provides empirical evidence of the impact of customer involvement on operational and market dimensions of new service performance. In terms of managerial implications, the study offers critical insights on how customer involvement in new service development translates into improved new service performance. Furthermore, it reveals that the importance of customer involvement in technologically uncertain contexts and its impact on new service performance are independent of the stage of the development process, suggesting that managers should involve customers throughout the entire development process.     

Manufacturers need to show greater commitment to customer service

In order to improve their competitiveness, firms are being advised to be more responsive to customer needs, and there is evidence that customer service is becoming one of the key management issues of the 1990s. This article examines what manufacturing companies in the U. K. are doing in terms of customer service compared with managerial guidelines in the literature. The key concepts that have been advocated to make organizations more responsive and customer-driven are identified, and the extent to which this advice is followed is evaluated by conducting an empirical study of manufacturing companies. This comparison between what is preached in the literature and what is practiced by managers suggests that although managers may pay lip service to customers, their actions fall a long way short of what is required to be a customer-driven firm. The managerial implications are discussed.     

The rise of IT services clusters in India: A case of growth by replication

The Indian IT services sector has grown from small beginnings at the bottom of value creation to a major player in the global information and communications technology (ICT) industry. It commands a 55% share in the global market for IT services. India's IT sector value proposition in terms of low cost with large supply of high quality talent is compelling. As a result, India has become the premier choice not only for outsourcing IT services by the developed-world's multinational corporations (MNCs) but also for locating their own Global In-house Centers (GICs), which simultaneously compete and partner with local firms. This gave rise to six additional clusters beyond the earliest, largest and robust cluster, Bangalore. The paper provides a review of relevant literature; develops a conceptual framework for evaluation of clusters; and presents data and analysis with respect to relative size, growth, specialization, MNC presence and connectivity to local firms through expatriates and returning Indians, ,innovation; and discusses adequacy of ICT infrastructure for future growth. Although there are clear signs that the Indian IT sector has been moving towards a regime of providing high-end value added services, the sector's value proposition – lower cost combined with a large supply of high quality talent – remains the single most compelling reason for the rise and growth of multiple export clusters. Thus the sector's growth appears to be a case of growth by replication rather than innovation. The paper concludes that the Indian IT sector's value proposition in terms of lower cost combined with large supply of high quality talent remains the single most compelling reason for the rise and growth of multiple IT services export clusters. While the old adage, “people follow jobs” still holds for large part of the labor force, there is little doubt that the sprawling IT services clusters in India - with more to come from Tier II and Tier III cities – indicate, in fact, that “jobs follow talent." Both local firms and the MNCs, through their GICs, are pushing the boundaries of location farther and farther to continue to leverage cost advantage and available pools of talent.