Search results

A mobile office can be defined as software and hardware that support business work and that are accessible via smartphones. Organizations are adopting or trying to adopt the mobile office as their communication and business tool, in order to support or to change their current work environments. The purpose of this paper is to focus on the impact of outsourcing strategy on mobile office performance based on the FORT model and the MoBiS-Q to measure the performance of the outsourced mobile office.

This study focuses on the impact of outsourcing strategy on mobile office performance based on the FORT model and the MoBiS-Q to measure the performance of the outsourced mobile office.

In the results, the perceived usability and the perceived impact of the mobile office on the productivity can be higher with the Alliance outsourcing relationship type. The outsourcing of the mobile office would follow the similar process of other IT outsourcing strategies. But the device fittingness was far from the expectation.

Firms/organizations should consider a more concrete step-by-step approach to strategic outsourcing relationships with the high-skilled expert groups and that the device fittingness may not be a proper factor to measure the performance of the outsourced mobile office.

IT managers who plan or now try to adopt the mobile office into their organizations should focus on developing proper applications and software; however, they do not need to care about device or H/W issues, including employees ' skills at using the devices or the device fittingness for the planned mobile office.

This study is one of the first academic studies to analyze the impact of outsourcing strategy of the mobile office on organization performance.

The formation of alliances between organisations is increasingly common, allowing firms to discover and ensure competitive advantages. This research paper aims to make a critical analysis of studies to understand the role of communication between partners in the process of strategic alliances.

A systematic literature review was carried out, using the Web of Science database to obtain data, associating the terms “communication” and “strategic alliances”, which resulted in 240 scientific articles (published between 1993 and March 2021). After data treatment using VOSviewer software and reading of the contents, the final sample consisted of 179 articles on the subject in question.

The conceptual limits, exploratory descriptive analysis of the data and content analysis of research methods are presented, with five clusters being identified. The results show growing academic interest in studying communication associated with strategic alliances, and authors’ main interest lies in understanding the critical success factors and the relation between communication and knowledge.

This study corroborates understanding of the future of alliances, assuming that learning is the main objective; trust is the factor determining success or failure; technology is the aggregating tool; culture affects the relation; and communication is not an end but a means to construct consolidated, long-lasting and high-performing strategic alliances.

This study is innovative in strategic alliances area. The research confirms that the main factor in forming alliances, in both emerging and international markets, is the learning intention. This fact reinforces the relevance of the learning made possible by this transfer of know-how through communication. In addition, this study gives critical understanding of how the process of communication between partners in an alliance must be distinct; i.e. it must be flexible enough to adjust to the stage in the alliance’s life cycle.

The purpose of this paper is to explore various risks that are associated with recruitment process outsourcing (RPO) strategy in the Indian information technology (IT)/IT-enabled service (ITes) industries.

Purposeful intensity sampling was used to select respondents from IT/ITes organizations. Twenty-eight respondents were interviewed through face-to-face semi-structured interviews and telephonic interviews. Each interview lasted for approximately 65 min. All interviews were audio recorded with the permission of the respondents and were then transcribed. The data were analyzed with the help of a qualitative technique, thematic analysis.

Results show that the stakeholders associated with RPO are not satisfied with several issues such as violation of initial contact between the applicant and the potential employer, violation of contracts by the vendor, unfair practices by the vendor, poor quality service provided by the vendor, plausibility that the vendor does not understand the culture of the client organization, inappropriate placement of human resources by the vendor, low morale of the employees and loss of managerial control due to RPO.

Small sample size and qualitative research design reduces the external validity of the findings to certain extent.

Companies deploying RPO should be wary about the plausible negative consequences. This paper offers various solutions to mitigate such risks.

This paper is a novel attempt which details various risks due to deployment of RPO from multiple stakeholder perspectives.