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This paper aims to discuss the experiences of a group of eight user and carer researchers from learning disability and mental health services who worked together in a research project. The research was to find out about the changes that took place as over 300 people moved from hostel accommodation into independent tenancies. These moves were part of a three year project involving a partnership between a local authority and a housing association.

The evaluation was based on a model of user participation.

User involvement in research can mean different things with different levels of involvement, from consultation through to user‐controlled research. In this paper the authors discuss some of the challenges in doing this kind of evaluation study, as well as the opportunities that came from involving users and carers in the research. This includes how the researchers got involved and some of the activities they did.

The authors also describe some of the difficulties that were faced, including payments and criminal record checks. The ways in which people were trained and supported to take part and stay involved are outlined as well as how the group feel that they have learnt new skills and increased their confidence.

This paper adds the voices of the co‐researchers to the literature and provides “lessons learned” for other researchers in this area.

HELP THE AGED IS running a six‐year campaign to improve service provision for older homeless people. The charity has developed a programme of user‐focused action research within individual projects funded by the charity and undertaken by practitioners working in partnership with the Help the Aged Research Officer. The action research programme aims to make improvements in practice by involving the users of services in the development and evaluation of services. Participants have identified areas of unmet need and gaps in service provision and action is being taken to resolve these problems.

The purpose of this paper is to present results from an evaluation of the experience of a move to independent living for people with mental health needs or a learning disability. The discussion focuses on the shift in organisational culture from providing care within a hostel setting to supporting people in their own tenancies.

The evaluation was underpinned by a participatory action research design. A total of ten co‐researchers with experience of using services or as carers were recruited. Qualitative data was obtained from “before” and “after” interviews with residents, staff and relatives.

Widespread satisfaction was expressed with people's new homes. Many residents were found to be increasingly independent. There was some evidence of concerns regarding the pace and process of change and the introduction of new practices to promote independence.

The timing of the evaluation limited the opportunity for comprehensive “before” and “after” data collection. The involvement of co‐researchers required considerable time and support although the experience of those involved was positive.

Learning from this evaluation emphasises the importance of support and preparation for staff as well as residents, in moving from hostel to independent living.

This study highlights the advantages of a participatory design in evaluating a major change in service delivery.

This paper raises important issues about organisational change. It contributes to wider debates regarding the implementation of personalisation and recovery‐focused agendas.

The causal conditions leading to successful human resources outsourcing (HRO) have until now attracted only limited research attention. To address this shortcoming, the purpose of this paper is to investigate how a firm and a HR provider should work together to ensure successful HRO.

By applying a fuzzy-set qualitative comparative analysis, the authors demonstrate how combining in different ways provider quality, business understanding, trust, and closed HRO networks can lead to HRO success. In addition, this study compares the causal combinations between cases with differing levels of HR-task interdependence and IT use.

The results of this study reveal three common solutions that lead to successful HRO from both economic and relational viewpoints. The findings also indicate that, from an economic viewpoint, trust is a core condition for achieving HRO success. Moreover, HR-task interdependence and IT use alter the number of solutions and the conditions for attaining HRO success.

Based on the solutions proposed herein, firms can consider different ways to achieve HRO success under diverse conditions.

This work also contributes to building new theories regarding HRO, trust, knowledge sharing, and IT use.

Top management support is recognized as the most critical factor for the success of large information system (IS) projects. However, getting this support is often difficult, because top management has multiple priorities and one has to compete with others to obtain such support. Political maneuvering is thus an integral and necessary part of the process of obtaining top management support. In this chapter the authors review current research on this topic and organize and synthesize our findings into a framework. The authors then propose four specific strategies which can be used to obtain top management support, including the following: (1) social capital, (2) social engagement, (3) rational persuasion, and (4) exchange strategies. While the authors argue that all four strategies should be applied, the specific circumstances in which they should be applied vary. A two-stage process is proposed that identifies the appropriate criteria for determining the most appropriate strategy. The criteria are: (1) the type of top management support needed (i.e., durable vs immediate) and (2) the level of top management-project team trust (i.e., high vs low).

Effective management of IT outsourcing continues to be a challenge to organizations today. Organizations in China suffer from even bigger problems than other regions of the world. The IT outsourcing market is in its infancy and the outsourcing practice is still at its initial stage. Regarding to the outsourcing management issues, the literature has explored the role of either the relationship or contract in governing IT outsourcing success. However, few efforts have been paid to investigate the effects of both relationship and contract on IT outsourcing success from a holistic view. The paper aims to discuss these issues.

This study develops a conceptual model and empirically tests it through a cross-sectional survey conducted in five big cities of Mainland China.

The data analysis results identified the dimensionalities of relationship, contract and IT outsourcing success and proved the causal relationships between these three constructs.

This research re-emphasizes the importance of relationship in IT outsourcing success and the fundamental role of contract in developing a sound relationship. It also gives some implications on how to evaluate IT outsourcing success in China, an emerging market for IT outsourcing.

Trust, as one of the core components of a relationship, has attracted research attention from many disciplines. From the perspective of IT outsourcing, this paper aims to divide trust into two levels, interpersonal trust and interorganizational trust, and explore the effects of these two levels of trust on knowledge sharing and IT outsourcing success.

Based on social exchange theory and the theory of organization boundary systems, a theoretical model was developed and tested empirically with the responses to a cross‐sectional survey. Data were collected from key informants of 143 firms that had outsourced at least part of their IT functions.

The data analysis results showed that interpersonal trust plays a more dominant role than does interorganizational trust in making IT outsourcing successful and the extent of knowledge sharing has a significant mediating effect between interpersonal trust and IT outsourcing success.

From the managerial perspective, findings from this study once again emphasize the importance of relationship management (trust and knowledge sharing) on overall IT outsourcing success. Paying attention to interpersonal trust is an effective way for an organization to build and maintain a successful IT outsourcing relationship with its service provider.

The purpose of this paper is to find how mature the Polish commercial production companies are in their information technology (IT) sourcing practices, what they do, the practices that are successful, the challenges experienced and the outcomes.The paper presents and critically evaluates the results of a study of IT outsourcing management processes in selected industrial enterprises operating in Poland. Dynamic business contexts, globalisation and advances in IT make the development of IT sourcing models challenging in both theory and practice. This paper examines the principles and practice of sourcing IT and business processes in Poland, a country much under-represented in the literature. Little research has been conducted on the strategic rationale behind IT sourcing decisions, the resulting challenges and the potential or actual consequences of such decisions. This paper addresses these gaps in the understanding of IT sourcing processes by way of examining the types of sourcing models and solutions among manufacturing companies operating in Poland, and by identifying the most problematic and critical factors in effective IT sourcing collaborations. The outcomes are assessed against findings from the broader empirical outsourcing literature, and lessons are drawn for Polish client firms and those in similar economies.

A survey methodology of a limited number of organisations in Poland was used. The study was designed to address the process of managing IT sourcing relations in production companies operating in Poland. The main objective of the study was to formulate working hypotheses to be used in further research on the sourcing models used in the IT sphere. Additionally, the study was designed to provide information on: the potential respondent reactions to the research problem, the understanding of the notions and terms used in the survey questionnaire and the evaluation of the research instrument itself.

Organisations (and their employees) are generally well aware of their IT needs, and that they select quite well providers that suit their particular requirements. In their selection processes, organisations carefully consider not only the providers’ experience and the range of services on offer but also their flexibility in response to the client’s demands, the location and the trust formed in the course of previous cooperation. Communication between the parties typically takes the form of telephone conversations and e-mails. The majority of respondents reported more than one type of problems faced in the course of outsourcing. Problems concentrated in the areas of communication (52 per cent) and organisation (48 per cent), followed by difficulties in enforcing the terms of the contract.

It is a selective sample, focuses only on production companies and does not look at the offshore outsourcing market that has grown up in Poland, but rather what domestic polish organisations do in their sourcing practices.

The organisations still struggle with the organisation and management of relations with their external service providers while getting reasonable results. They have much to learn from the published literature on managing the outsourcing life cycle.

There is a need for better inter-organisational cooperation.

Poland is very underrepresented in the outsourcing literature – there are no examples of surveys like this in the English literature.

The purpose of this paper is to develop a conceptual model on the role that information systems (IS) architecture planning plays in enhancing IS outsourcing's impact on IS performance and to empirically test the model.

Survey data were gathered and structural equation modeling technique is used to test hypotheses.

The empirical test clearly demonstrates the important role that IS architecture planning plays in enhancing IS outsourcing's impact on IS performance. In other words, it shows that IS architecture planning provides a blueprint for establishing necessary technical and administrative platforms, based on which IS outsourcing can be effectively implemented to positively impact IS performance. Consequently, the key proposition in the conceptual model of the study has been empirically validated.

The relatively low response rate requires future studies to re‐validate the model to test the robustness of the findings. The fact that 75 percent of respondents are IS managers/directors may produce inflated responses on IS performance and future studies with more balanced IS and business managers' participation can help to further verify the model. Future research can also investigate how web compliant‐based technologies such as SOA and XML can enable high levels of modularity to improve IS outsourcing effectiveness for better IS performance. As to control variables, the extent of IS outsourcing and the level of IS architecture maturity may be incorporated in a refined model to better test the role IS architecture planning plays in enhancing IS outsourcing's impact on IS performance. IS outsourcing effectiveness may be added to the model as a bridge linking IS outsourcing competences to IS performance. A longitudinal study can be conducted to analyze the dynamics of how IS architecture planning can impact IS outsourcing informed buying and help one to understand the portfolio of outsourcing control mechanisms in a multiple outsourcing projects setting.

The empirical support of the key proposition that IS architecture planning enhances IS outsourcing's impact on IS performance makes it very clear that IS management should make due efforts to improve their understandings of various IS components, associated business processes, and their interactive relationships for better IS outsourcing management. Further, the identification of the antecedents of IS architecture planning will enlighten practitioners about how to improve their IS architecture planning competence.

The paper builds on previous research to provide further empirical evidence on the role that IS architecture planning plays in enhancing IS outsourcing's impact on IS performance.

The purpose of this paper is to analyse Information Systems outsourcing success, measuring the latter according to the satisfaction level achieved by users and taking into account three success factors: the role played by the client firm’s top management; the relationships between client and provider; and the degree of outsourcing.

A survey was carried out by means of a questionnaire answered by 398 large Spanish firms. Its results were examined using the partial least squares software and through the proposal of a structural equation model.

The conclusions reveal that the perceived benefits play a mediating role in outsourcing satisfaction and also that these benefits can be grouped together into three categories: strategic; economic; and technological ones.

The study identifies how some success factors will be more influent than others depending which type of benefits are ultimately sought with outsourcing.