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1 – 10 of 333Artur Strasser, Markus Westner and Susanne Strahringer
This paper aims to investigate the main tasks, necessary skills, and the implementation of the offshore coordinator’s role to facilitate knowledge transfer in information systems…
Abstract
Purpose
This paper aims to investigate the main tasks, necessary skills, and the implementation of the offshore coordinator’s role to facilitate knowledge transfer in information systems (IS) offshoring.
Design/methodology/approach
This empirical exploratory study uses the classical Delphi method that includes one qualitative and two quantitative rounds to collect data on IS experts’ perceptions to seek a consensus among them.
Findings
The participants agreed, with strong consensus, for a set of 16 tasks and 15 skills. The tasks focused primarily on relationship management and facilitating knowledge transfer on different levels. The set of skills consists of approximately 25 per cent “hard” skills, e.g. professional language skills and project management skills, and approximately 75 per cent “soft” skills, e.g. interpersonal and communication skills and the ability to deal with conflict. Two factors mainly influence implementing the offshore coordinator role: project size and the number of projects to be supported simultaneously.
Practical implications
The findings provide indications of how to define and fulfill this crucial role in practice to facilitate the knowledge transfer process in a positive way.
Originality/value
Similarities in previous research findings are aggregated to examine the intermediate role in detail from a consolidated perspective. This results in the first comprehensive set of critical tasks and skills assigned to the competency dimensions of the universal competency framework, demonstrating which and how many competency dimensions are critical.
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Steven Wdowik and Kathy Michael
The main aim of this study is to gauge international offshore students’ perceptions of virtual office hours (VOH) to consult with their offshore unit coordinators in Australia.
Abstract
Purpose
The main aim of this study is to gauge international offshore students’ perceptions of virtual office hours (VOH) to consult with their offshore unit coordinators in Australia.
Design/methodology/approach
This paper employs a quantitative and qualitative approach where data was sourced from three offshore campuses over a 12‐month period using a survey instrument. SPSS v20 was used to perform basic descriptive analysis, cross tabulations and chi‐square statistics.
Findings
The study revealed that 81 per cent of respondents indicated a willingness to use VOH. A number of perceived benefits of VOH were also identified, including support my learning, instant feedback, feeling valued and convenience.
Research limitations/implications
Participants may have inaccurate perceptions which can manifest in misguided data being presented. The willingness by the majority of undergraduate offshore students to use computer‐mediated communication to conduct VOH provides a platform to explore new ways to promote out‐of‐classroom communication. Students may become more engaged in the teaching and learning process and ultimately provide a more enriched and quality experience.
Originality/value
This study addresses a distinctive gap in the existing literature relating to gauging international offshore students’ perceptions of VOH. Furthermore, the study adds richness to a relatively new trend amongst educators in exploring students’ perceptions of VOH.
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Inka Havrila and Christabel Zhang
University students often view economics as one of the most challenging subjects. In this paper, we explore whether the same attitude is shared by students at an offshore campus…
Abstract
University students often view economics as one of the most challenging subjects. In this paper, we explore whether the same attitude is shared by students at an offshore campus. The analysis is based on a survey of onshore and offshore students in an Australian university. The focus of the paper is on identifying similarities/differences in student attitudes towards economics, their degree of motivation, satisfaction with the content and the delivery of lectures and tutorials, major challenges, and student profile characteristics. A non‐parametric test indicates significant differences between the two cohorts, in terms of their age, enrolment status, paid work commitments, prior study of economics, their motivation and approach to studying the subject, and satisfaction with both the content and the delivery of the lectures/tutorials. The findings in this study are helpful in developing strategies for enhancing student learning in culturally diverse cohorts.
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Heather Swenddal, Mathews Nkhoma and Sarah Gumbley
While the competencies required for global leaders' boundary-spanning have been significantly explored in literature, less attention has been paid to the processes involved in…
Abstract
While the competencies required for global leaders' boundary-spanning have been significantly explored in literature, less attention has been paid to the processes involved in this work. This chapter examines global leaders' boundary-spanning actions, highlighting the need for leadership practices that enhance team cohesion and reinforce an organization's identity to global members. We introduce the organizational-theory concept of identity custodianship and demonstrate its use for understanding the social processes involved in global leaders' boundary-spanning.
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This study aims to develop a model for coordination and communication overhead in distributed software development through case study analysis in the Indian outsourcing software…
Abstract
Purpose
This study aims to develop a model for coordination and communication overhead in distributed software development through case study analysis in the Indian outsourcing software industry. The model is based on business knowledge, which can be classified as domain, regulatory, strategic, business process and operation process knowledge as per existing literature.
Design/methodology/approach
Double case study method was used to verify an existing knowledge–management framework of software development from the literature. The stakeholders of both the cases were interviewed, and project documents were verified to reach conclusions.
Findings
The findings supported the business knowledge classification from the literature. The concept can be used to analyze the software project in a distributed environment.
Research limitations/implications
The research work findings are based only on two case studies. The study findings cannot be generalized and should be used as a learning tool. There can be large variations of project characteristics with differences in business knowledge requirements. The research shows the importance of business knowledge transfer in global software development.
Practical implications
Projects managers in the distributed software development environment can use the findings in project planning and work allocation for better control over cost and schedule, etc.
Originality/value
There is little research works attempted to study the business knowledge classification in the global software industry making the research novel.
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Mary C. Lacity and Joseph W. Rottman
While strategic outsourcing decisions are crafted by senior executives, they are executed by middle managers and staff who may not share the vision or enthusiasm of their senior…
Abstract
Purpose
While strategic outsourcing decisions are crafted by senior executives, they are executed by middle managers and staff who may not share the vision or enthusiasm of their senior leadership team. The purpose of this paper is to provide a deep understanding of the effects of outsourcing on one of those stakeholder groups – the client project managers – responsible for the implementation of outsourcing strategies, and to identify practices to better empower and enable them.
Design/methodology/approach
Interviews with 67 client project managers in 25 organizations responsible for integrating suppliers into project teams.
Findings
Client project managers report 27 effects of outsourcing on their roles, including six positive effects and 21 negative effects.
Practical implications
Senior executives who implemented the following practices had more success with their outsourcing decisions: provide enough resources to implement the sourcing strategy, be willing to change internal work practices, build social capital with key supplier executives and seek independent assessment of sourcing strategy effectiveness.
Originality/value
The paper presents an original framework to categorize the effects of outsourcing on client project managers. The framework addresses six areas of concern: organizational support, project planning, knowledge transfer, process standards, managing work and managing people. The paper identifies four practices senior executives use to align and empower their employees to deliver the expected business benefits from strategic outsourcing decisions.
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Noel Richards and Darren Lee Ross
This study is the first of three which discuss and investigate the provision and progress of undergraduate business degree programs to an educational provider in Singapore…
Abstract
This study is the first of three which discuss and investigate the provision and progress of undergraduate business degree programs to an educational provider in Singapore. Building on the work of Hofstede and Gibb, it shows how both models may be integrated for a flexible and enterprising approach to teaching and learning in a cross‐cultural context. Drawing on the authors’ recent experiences at the Washington Business School in Singapore, the paper advocates that this approach will yield greater benefits than current methods. It concludes that an effective enterprising approach to teaching and learning is possible, provided a number of key cultural matters are addressed. Further study is recommended to substantiate the propositions of the present paper to evaluate the outcomes of the new approach in the Singaporean cultural/educational context. It is expected that these studies will benefit tertiary educators operating or contemplating entry into Asian markets.
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Michael Könning, Susanne Strahringer and Markus Westner
IT outsourcing (ITO) has developed into an established practice for organizations but the interorganizational and oftentimes international collaboration it involves comes at a…
Abstract
Purpose
IT outsourcing (ITO) has developed into an established practice for organizations but the interorganizational and oftentimes international collaboration it involves comes at a price: Reports from academia and practice suggest that more than 25% of all ITO projects fail, many because of cultural differences between client and provider organizations. Against this background, this paper analyzes the complex nature of cultural distance and its multi-faceted effect on ITO success.
Design/methodology/approach
This paper builds upon extant literature on culture on the national, organizational and team level, conceptualizes its effect on relationship quality and ITO success, and hypothesizes a model on potential moderators and management techniques to offset culture-induced challenges. It then evaluates and refines the model by means of an interpretive qualitative research design for an in-depth single-case study of ProSiebenSat.1 Media SE (P7S1), a leading European media company that reconfigured its IT sourcing model three times in 10 years.
Findings
The results from interviews with top managers from client and provider organizations represent one of the first integrated views on the critical importance of cultural compatibility on multiple levels, provide manifold examples for its complex effect on ITO success, as well as moderators and potential management techniques to promote ITO success.
Research limitations/implications
This paper contributes relevant empirical insights to the growing body of literature on culture and its underestimated role in ITO success. It builds on tentative theory that is confirmed and refined.
Practical implications
The paper helps in substantiating the complex and intangible nature of culture and demonstrates means for its effective management.
Originality/value
The results from interviews with top managers from client and provider organizations represent one of the first integrated views on the critical importance of cultural compatibility on multiple levels, provide manifold examples for its complex effect on ITO success, as well as moderators and potential management techniques to promote ITO success.
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The purpose of this research was to uncover perceptions of information technology outsourcing (ITO) project leaders and project teams regarding knowledge transfer between client…
Abstract
Purpose
The purpose of this research was to uncover perceptions of information technology outsourcing (ITO) project leaders and project teams regarding knowledge transfer between client and vendor partners during opening and closing transition phases of ITO projects.
Design/methodology/approach
Qualitative methods and exploratory case study design were used. Purposeful sampling was used to identify ITO knowledge assets including project team members and organizational documents and artifacts that may provide information regarding the knowledge transfer processes during the transition phases of the ITO project. Sample criteria were ITO project team members from one US-based client organization and the company’s international vendor partners. The study population included project managers, analyst, developers, subject matter experts (SMEs) and other ITO knowledge workers involved in the ITO project from one US-based organization. Interview and document analysis were done using of NVivo Pro 11® research software.
Findings
Four themes emerged from participant responses relative to the opening and closing phases of ITO projects including KT approaches to plans and processes; KT dependencies relative to IT project team member’s reliance on project tools, processes and artifacts; determinants of KT success or failure relative to project team members’ perceptions; and role of documentation relative to communication and distribution of KT outcomes.
Originality/value
This research may provide insights into additional aspects of knowledge transfer during ITO transition phases, which may be used by IT leaders and project teams to plan for successful knowledge transfer during the transition phases of ITO projects.
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Elisa Mattarelli and Amar Gupta
The increased use of distributed work arrangements across organizational and national borders calls for in‐depth investigation of subgroup dynamics in globally distributed teams…
Abstract
Purpose
The increased use of distributed work arrangements across organizational and national borders calls for in‐depth investigation of subgroup dynamics in globally distributed teams (GDTs). The purpose of this paper is to focus on the social dynamics that emerge across subgroups of onsite‐offshore teams and affect the process of knowledge sharing.
Design/methodology/approach
A qualitative study of eight GDTs working around the clock is conducted. These GDTs are part of organizations involved in offshoring of knowledge intensive work.
Findings
The evidence shows that the specific status cue of being onsite drives status differentials across subgroups; these differentials are reduced when the client is directly involved with the activities of the team. The negative effect of high status differentials on knowledge sharing is mitigated by the presence of straddlers, who assist in the transfer of codified knowledge. Conversely, when status differentials are low, straddlers hamper spontaneous direct learning between onsite members and offshore members.
Practical implications
This work has practical implications for organizations that want to use GDTs to achieve a faster (and cheaper) development of products and services. Managers should carefully design the organizational structures of GDTs and consider upfront the trade offs related to client involvement in teamwork and the use of straddlers across sites.
Originality/value
The paper contributes to the literature on subgroup dynamics, applying and extending the theory of status characteristics theory.
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