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1 – 10 of over 15000Tesfaye Hailu and Abdella Kosa Chebo
To examine the development of research into the relationship between business process outsourcing (BPO) and innovation, a bibliometric methodology utilizing quantitative…
Abstract
Purpose
To examine the development of research into the relationship between business process outsourcing (BPO) and innovation, a bibliometric methodology utilizing quantitative analytical methodologies was used. With the aid of a visualization analysis of scientific publications, this study also assessed the state of BPO and innovation practices.
Design/methodology/approach
Using the Web of Science database, articles on BPO and innovation that published between 1992 and 2022 were retrieved. Records that had been extracted were examined in terms of publication year, nation, journal, subject area, authors and affiliations with organizations. The research on acupuncture for pain relief was visualized using the VOSviewer application.
Findings
An analysis of 219 original and review papers found that during the past 30 years, the overall number of publications has fluctuated constantly. The London University, the Copenhagen Business School and the London School of Economics were the institutions that produced the most articles in this topic. The three main categories of research that emerged from a network analysis based on the co-occurrence of keywords are innovation, outsourcing and performance.
Practical implications
A BP-innovation model must be created, and BPO must go beyond operational duties to incorporate management-wide shared strategic decisions in order to ensure improved performance of the firms. BPO enables a company's management to share knowledge and expertise about the strategic difficulties of outsourcing. A variety of technological and non-technological resources must also be considered when integrating an information technology (IT) infrastructure into BPO decisions in order to achieve greater performance.
Originality/value
Validity of the paper can be justified by it contribution to the existing knowledge. First, linking BPO and innovation – by integrating the arguments of various academics, the study unifies the disparate components and contentious discussions in the relationship between BPO and innovation. Second, this study highlights a research trend, significant studies, relevant terms and concepts in the real world. Third, the study provides future researchers with a tip for statistically analyzing BPO, particularly in light of innovation.
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Dut Van Vo, Phú Gia Minh Phạm and Tri Giac Nguyen
This study aims to study the moderating effects of private ownership and government support on the relationship between outsourcing and product innovation in entrepreneurial…
Abstract
Purpose
This study aims to study the moderating effects of private ownership and government support on the relationship between outsourcing and product innovation in entrepreneurial ventures in a transition economy.
Design/methodology/approach
The data of 10,296 Vietnamese entrepreneurial ventures from the four rounds of the survey conducted by the General Statistics Office (GSO) of Vietnam to investigate the moderating effects of private ownership and government support on the association between outsourcing and entrepreneurial ventures’ product innovation performance. The Probit regression model is employed to estimate such associations.
Findings
Our research uncovered that the impact of outsourcing on the likelihood of product innovation is more significant for entrepreneurial operations characterized by a substantial degree of private ownership and government backing as opposed to those without.
Research limitations/implications
The results of our research indicated that the resource-based perspective and extended resource-based view (ERBV) are essential in examining the impact of gaining resources or skills from external sources on the growth of entrepreneurial enterprises. These ideas have significance and importance not just in industrialized economies but also in countries undergoing transition. Our findings suggest that entrepreneurial enterprises should have the ability to manage a wide range of resources and make decisions about which activities should be handled internally and which should be delegated to other parties.
Practical implications
Our findings also imply that entrepreneurial ventures should be able to control many resources and choose which tasks should be performed in-house and which should be outsourced to third parties.
Originality/value
By adopting and leveraging the resource-based view (RBV) and extended resource-based views (ERBV), our study developed a theoretical model about private ownership and government support for moderate outsourcing’s impact on entrepreneurial innovation in a transition economy.
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Ricardo Santa, Orietha Eva Rodríguez Victoria and Thomas Tegethoff
Achieving better performance and a sustainable competitive advantage is essential for survival in the hotel industry. However, literature is scarce on which factors local hotel…
Abstract
Purpose
Achieving better performance and a sustainable competitive advantage is essential for survival in the hotel industry. However, literature is scarce on which factors local hotel businesses in developing countries should rely on to compete successfully. With an emerging economy and significant potential for growth in the travel and hospitality sectors, Colombia is seeking to improve the performance of its hotel industry. To achieve this goal, exploring and analyzing the effects of the strategies and practices implemented is essential. Accordingly, this study investigates the dynamics of the interactions between strategies, process innovations, outsourcing practices and operational quality in the hotel industry in Colombia.
Design/methodology/approach
The methodology used in this research is quantitative, using structural equation modeling based on data collected from 150 valid questionnaires.
Findings
The strategies of the hotel sector have an impact on hotel performance. Although process innovation demonstrably affects quality and outsourcing, there is a low impact on the performance of the studied hotels. The hotel sector lacks strategy autonomy as strategies are not directed to the organization's overall improvement but only to satisfy stakeholders' requirements.
Research limitations/implications
This paper offers valuable insights for organizations when implementing strategic innovation initiatives. It provides information relevant to Colombian government entities on the creation of processes, economic policy plans and business assistance programs for boosting the financial and commercial sustainability of Colombian service sector businesses. The studied organizations need to redefine the role of their strategies, process innovation, outsourcing projects and quality standards to achieve adequate performance, as all four dimensions together are required to foster competitiveness.
Practical implications
This paper offers valuable insights for organizations when implementing strategic innovation initiatives. Additionally, it provides information relevant to Colombian government entities on the creation of processes, economic policy plans and business assistance programs for boosting the financial and commercial sustainability of Colombian service sector businesses. The studied organizations need to redefine the role of their strategies, process innovation, outsourcing projects and quality standards to achieve adequate performance, as all four dimensions together are required to foster competitiveness.
Originality/value
Developing successful strategies is vital to generating performance. Quality and safety are critical strategies to achieve a sustainable competitive advantage. But literature is scarce on which factors local hotel businesses should rely on to compete successfully in developing countries. In particular, the concept of outsourcing in a highly distrusting developing country has not been addressed adequately. This research contributes to literature by evaluating quality as a competitive strategy in the hotel sector in a developing country to achieve a superior performance.
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Feihu Zheng, Hao Jiao, Junyi Gu, Hwy-Chang Moon and Wenyan Yin
This study aims to examine how different modes of knowledge flows affect the changes of asset specificity and how ownership control moderates the relationship between knowledge…
Abstract
Purpose
This study aims to examine how different modes of knowledge flows affect the changes of asset specificity and how ownership control moderates the relationship between knowledge flows and asset specificity in the open innovation paradigm.
Design/methodology/approach
This paper selects information technology outsourcing as the research base. It uses the feasible weighted least squares modeling method for its analysis and has collected the data from 2,369 research and development contracts of multinational vendor firms in China.
Findings
The coupled and outbound knowledge flows have a direct and positive effect on asset specificity. Moreover, the results show that weak corporate control has significant moderating effects on the relationship between both coupled and outbound knowledge flows and asset specificity; the strong control positively moderates the relationship between outbound knowledge flows and asset specificity.
Practical implications
In open innovation, firms build a higher degree of asset specificity to maximize the efficiency of knowledge flows, which then helps them to enhance innovation capacity and market performance.
Originality/value
Preceding studies have tended to examine the influences of asset specificity as an independent variable in a closed innovation paradigm. Asset specificity is hence often left as the antecedent “black box.” This paper, however, opens the “black box” of asset specificity, which is set as a dependent variable, by investigating the influences of knowledge flows on the asset specificity in the context of open innovation. It also reinterprets the role of asset specificity by adopting the lens of open innovation theory.
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Chandrasekararao Seepana, Ahmad Khraishi, Antony Paulraj and Fahian Anisul Huq
This study aims to investigate how contract complexity and relational trust could impact offshore outsourcing innovation (OOI) performance of small and medium enterprises (SMEs)…
Abstract
Purpose
This study aims to investigate how contract complexity and relational trust could impact offshore outsourcing innovation (OOI) performance of small and medium enterprises (SMEs). This study further examines the moderating effects of knowledge routines and joint actions on the relationships between contract complexity, as well as relational trust and OOI performance.
Design/methodology/approach
The empirical investigation extends transaction cost economics and the relational view of buyer-supplier dyads in the context of offshore outsourcing SMEs. To test the hypotheses, the authors collected and analysed survey data from 200 European manufacturing SMEs that have existing offshore supplier relationships.
Findings
The results suggest that both complex contracts and relational trust as governance structures positively affect SMEs’ OOI performance. Additionally, while both formal knowledge routines and joint actions help strengthen the relationship between complex contracts and OOI, they showed no significant moderating effect on the relationship between relational trust and OOI. Furthermore, based on the results, the authors also develop a governance framework covering four configurations – fit, firm, flexible and fragile (4F).
Originality/value
The 4F governance scenarios – fit, firm, flexible and fragile – introduced in this study emphasise the need for a combination of contract complexity and relational trust mechanisms in OOI relationships. The 4F labelling has rich implications for practitioners on how interfirm outsourcing innovation relationships can be managed based on configurations of contractual and relational governance. The study also adds to the understanding of how SMEs’ specific characteristics (e.g. resource shortcomings and flexibility) may influence their OOI decisions in comparison with large firms.
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Christopher Williams and Maya Kumar
We use experiential learning theory to develop new conceptual insights into offshore outsourcing of innovation. In particular, we show how offshore vendor firms are able to…
Abstract
We use experiential learning theory to develop new conceptual insights into offshore outsourcing of innovation. In particular, we show how offshore vendor firms are able to overcome liability of outsidership and eventually learn how to innovate on behalf of their onshore clients as a result of their embedment with clients across multiple teams. We theorize that the cross-border relocation of innovative activities from a client firm to an offshore vendor is only possible when teams within the vendor team have assumed a double-loop learning capability from the client allowing them to determine governing variables relating to the client’s organizational environment. Through direct on-the-job experience working with each other, international teams comprised in part from the vendor and in part from the client can undergo different learning transitions, which we classify as either relationship-oriented or task-oriented. These transitions determine the extent to which double-loop learning can be developed in offshore locations and are influenced by intra-team dynamics and the way the joint teams organize and manage themselves. Our perspective has implications for our understanding of organizational designs associated with both client and vendor multinational enterprises seeking to benefit from innovation in offshore outsourcing.
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Adegoke Oke and Henrietta Onwuegbuzie
The authors aim to develop and test hypotheses that link outsourcing and subcontracting-in activities of small high-tech firms to their radical innovativeness. In addition, they…
Abstract
Purpose
The authors aim to develop and test hypotheses that link outsourcing and subcontracting-in activities of small high-tech firms to their radical innovativeness. In addition, they seek to investigate how a firm's strategy moderates the associations between their outsourcing and subcontracting-in activities and radical innovativeness.
Design/methodology/approach
The authors utilized regression analytical technique and categorical moderation analytical technique to test their hypotheses on survey data of 579 firms.
Findings
Results show that outsourcing has a positive association with radical innovativeness. In contrast, subcontracting-in shows a negative association with radical innovativeness. Finally, the influence of both outsourcing and subcontracting-in activities on radical innovativeness are contingent upon a firm's manufacturing strategy.
Research limitations/implications
There are potential limitations relating to the authors' use of secondary data. There is a need to investigate the processes through which outsourcing and subcontracting-in relate to innovation performance.
Practical implications
An implication of this study is that in order to develop radical innovativeness, firms need to consider their strategic or competitive inclination when evaluating their outsourcing and subcontracting-in decisions and activities.
Social implications
There are also social implications since outsourcing and subcontracting-in activities involve social relationships.
Originality/value
Linking boundary spanning activities of firms to innovation performance represents a contribution to the literature. Further, establishing that the effectiveness of such boundary activities depends on a firm's specific manufacturing strategy represents a contribution.
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Mary Lacity and Leslie Willcocks
This paper aims to answer the question: how do clients and BPO service providers work together to foster dynamic innovation? Dynamic innovation is a process by which clients…
Abstract
Purpose
This paper aims to answer the question: how do clients and BPO service providers work together to foster dynamic innovation? Dynamic innovation is a process by which clients incent providers to deliver many innovations each year that improve the client's performance in terms of operational efficiency, process effectiveness and/or strategic impact.
Design/methodology/approach
The paper is based on research conducted in 2011 and 2012 and includes 202 survey responses and 48 in-depth interviews in 24 client organizations.
Findings
The most effective innovation incentives are mandatory productivity targets, innovation days, and gain-sharing at the project level. Threat of competition and special governance arrangements for innovation also positively influence innovation. The least successful incentives for innovations were found to be innovation funds, gainsharing at the relationship level, what has been called “pain-sharing”, and benchmarking.
Research limitations/implications
The 24 BPO relationships do not represent a random sample, but rather a convenience sample. The authors aimed to understand emerging best practices from high-performing BPO relationships, thus the paired interview samples are purposefully biased towards higher-performing relationships.
Practical implications
Delivering innovations requires a process the authors call AIFI – acculturating, inspiring, funding, and injecting. The research finds that leadership pairs are key drivers of the dynamic innovation process. Leadership pairs jumpstart the dynamic innovation process by starting with innovation incentives. Even so, just having one right leader makes a positive difference. The positive difference is stronger if that leader is on the client side rather than the provider side. With no right leaders, the practices that the authors describe are less efficacious but still have positive impacts on the levels of innovation experienced.
Originality/value
In the ITO and BPO literatures, researchers have under-examined the more strategic drivers of outsourcing, including innovation. This research examines the process and practices that deliver dynamic innovation in client organizations.
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Peter Baloh, Sanjeev Jha and Yukika Awazu
The purpose of this paper is to uncover the mechanisms of organizations managing innovation outsourcing to business partners. In a business environment characterized by the…
Abstract
Purpose
The purpose of this paper is to uncover the mechanisms of organizations managing innovation outsourcing to business partners. In a business environment characterized by the development of deep, niche expertise in a particular domain, business partnerships can provide a source of innovative rejuvenation by outsourcing the innovation to business partners who have complementary skills and expertise. This paper addresses a critical challenge which the organizations are currently facing: how do you manage outsourcing of innovation to business partners effectively while maintaining your strategic competitiveness?
Design/methodology/approach
Exploratory multiple case studies of over 30 innovative European and US companies were done. It involved 50 semi‐structured interviews with senior executives from research and development, product management, information technology, and marketing.
Findings
The paper identifies three complementary models of managing outsourcing of innovation to business partner: acquisition, strategic alliances, and open source (OS). Based on these, a three‐dimensional “Co‐Innovation Space” is proposed that can help in analysis and planning of current and future innovation projects.
Research limitations/implications
Although the research is carefully designed, it is an exploratory study and has the limitation of generalizability of the findings. Nevertheless, findings from multiple case studies from diverse organizations shed a light to current innovation and strategic alliance literature.
Practical implications
Partnerships can open the door to multiple knowledge sources. Accessing and integrating information from these sources can greatly enhance knowledge base of organizations and can help fuel sustainable innovation. The models proposed in this study provide a lens to examine existing innovation project portfolios and/or to plan for future innovation programmes.
Originality/value
This study is probably among few to study such a large, diversified, and geographically scattered group of organizations. Although exploratory and preliminary, this makes the findings of the study insightful.
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ChangSeob Yeo and Vafa Saboori-Deilami
The purpose of this study is to theoretically clarify under which circumstances MNCs should outsource the innovation function. In the globalization era, multinational companies…
Abstract
Purpose
The purpose of this study is to theoretically clarify under which circumstances MNCs should outsource the innovation function. In the globalization era, multinational companies (MNCs) face the challenge of making a strategic decision. They ought to adjudicate upon outsourcing the research and development, i.e. innovation function and bearing the risks of it, or keeping innovation function in house and paying the price of this decision. This decision becomes more crucial when the host country has dissimilar characteristic and high uncertainty compared to the home country.
Design/methodology/approach
This study is among the very first studies that evaluate the issue of outsourcing innovation for MNCs from a transaction cost economics (TCE) theoretical perspective. By setting forward propositions that serve as a guideline for conditions in which MNCs should outsource innovation, this paper contributes to innovation, new product development, global business and, last but not least, to the TCE literature. This study also provides managerial implications and avenues of future research for academicians.
Findings
This study shows that heterogeneity between the home and host country affects the autonomy of the innovation at the host country; this autonomy in turn leads to higher transaction cost, and finally, transaction cost is the main determinant of the decision on whether to outsource the innovation.
Originality/value
This study fills this gap by looking at the problem of outsourcing innovation from a TCE theoretical perspective and, based on an extensive literature review, puts forward a set of propositions that clarify under which circumstances MNCs should outsource the innovation function.
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