This paper proposes a new research agenda for information technology (IT) outsourcing,motivated by the belief that the social capital concept enables IT outsourcing…
This paper proposes a new research agenda for information technology (IT) outsourcing,motivated by the belief that the social capital concept enables IT outsourcing researchers to capture more of the nuances of the client–vendor relationship in IT outsourcing arrangements.
The paper builds a comprehensive framework of social capital based on Nahapiet and Ghoshal (1998) to examine the IT outsourcing life cycle. Past research on IT outsourcing is examined applying the parameters of the framework to identify issues that have been addressed in research on IT outsourcing and to uncover the gaps in past research.
The social capital framework is applied to IT outsourcing which suggests new avenues for future outsourcing research.
While past research has identified success factors for IT outsourcing, a significant number of outsourcing arrangement still fail to meet expectations. The research agenda presented in this paper encourages an examination of IT outsourcing from a different perspective to determine how to successfully manage IT outsourcing.
The paper provides a new framework that is useful for identifying the relationships among past research in IT outsourcing as well as for identifying potential topics for future research.
The purpose of this paper is to enhance the understanding of business process standardization and how it contributes to generating business value. This research is a step…
The purpose of this paper is to enhance the understanding of business process standardization and how it contributes to generating business value. This research is a step towards a solid theoretical framework around business process standardization.
A single case study conducted in a global operating company is completed. Standardization of a certain business process (in this case the recruiting process) is shown to contribute to business value.
By standardizing its recruiting process, the company was able to reduce the “time‐to‐hire” from 92 to 69 days and the overall costs of the recruiting process by about 30 percent. The quality of the applicant data has clearly improved. Clarity and transparency of the recruiting process could be increased, while the administrative expense within the human resources (HR) departments in the distinct business locations could be reduced significantly.
As with every case study, the generalizability of these findings is limited because the results are based on a single case only and because the focus has been solely on one process – the recruiting process – and did not include other business processes.
The case study can be useful for any company that intends to standardize its recruiting process. Clear indications of how to achieve business value out of process standardization are given.
The paper provides a clear definition of what business process standardization is and how it can lead to increased business value. Clear indications of how to achieve increased business value by business process standardization are provided for practitioners.