A critical analysis of the information technology infrastructure outsource deal between Trans Hex Operations and CommscoMakka, Ferrandi W January 2005 (has links)
The outsourcing market for information technology services has been transformed over the last few years. Outsourcing, once inspired primarily by cost reductions, now forms part of overall company strategies in order to improve focus. Intent: The purpose of this research project is to conduct a critical analysis of the outsourcing of information technology infrastructure. In particular, this paper will focus on the process followed and on adherence to good corporate governance and business ethics. This dissertation addresses (i) the strategic reasons for outsourcing, (ii) reasons for not outsourcing, (iii) the different types of models available, (iv) the outsourcing process to follow, and (v) the risks associated with outsourcing. These five aspects were all empirically tested in Trans Hex. Findings: The main findings were that (i) no recognized formal process had been followed; (ii) the risk profile of the outsourcing company changed and (iii) a post-outsourcing review is required to determine whether the process is working as planned and to identify opportunities for improvement. Conclusion: A new approach is needed to improve the viability and success of outsourcing information technology infrastructure. Based on the present findings it is argued that a holistic approach to information technology infrastructure outsourcing should be adopted which combines several outsourcing processes into a company-specific outsourcing process framework.
11 September 2012
Over the past decade, outsourcing has emerged as an imperative for competitive success in modern organizations. Yet, the high failure rate of outsourcing initiatives suggests that despite the significant opportunities available through outsourcing, several organizations remain unprepared for the transformation that it brings. My dissertation, “Essays on the Organization and Value of Outsourcing Relationships,” identifies governance strategies that maximize the strategic value of outsourcing investments and estimates the size of governance effects by analyzing the contribution of efficient governance to an increase in shareholder value of the outsourcing firm. The first two essays, “An Empirical Analysis of the Impact of Information Capabilities Design on Business Process Outsourcing (BPO) Performance” and “An Empirical Analysis of the Contractual and Information Structures of Business Process Outsourcing (BPO) Relationships,” focus on business process outsourcing (BPO), the fastest growing segment of the outsourcing market. In particular, the first essay emphasizes the information intensive nature of BPO to posit that performance heterogeneity across BPO relationships is a function of the fit between the information requirements and information capabilities of the relationship. The design of information capabilities extends contract design that addresses incentive conflicts to include design of the information structure comprising relational processes and technologies that address cognitive conflict between the participant firms. The second essay demonstrates complementarities between the contractual and information structures to emphasize that their joint assessment is necessary to enhance the explanatory power of extant theories of organization. These results have important implications for how BPO relationships must be designed and managed to realize strategic value. The third essay in my dissertation, “Outsourcing Discount or Paradox? A Comparative Analysis of the Long-Term Abnormal Stock Returns and Operational Performance Gains across Outsourcing Contracts,” estimates the extent of this strategic value by assessing the longterm abnormal stock returns to the hundred largest outsourcing initiatives implemented between 1996 and 2005. I find that transaction cost economizing outsourcing decisions yield significantly higher abnormal returns. The results imply the need to exercise caution in initiating outsourcing initiatives and emphasize that value chain scoping and management are important sources of comparative advantage in the modern firm. / text
The relationship between change implementation, organisational citizenship behaviour and job satisfaction in the business process outsourcing industry in the Western Cape, South AfricaMuzanenhamo, George Nyika January 2016 (has links)
Thesis (MTech (Human Resources Management))--Cape Peninsula University of Technology, 2016. / Change management is inevitable in the Business Process Outsourcing (BPO) industry in South Africa, where organisations have to be constantly vigilant when tackling the interwoven relationship between change implementation, organisational citizenship behaviour (OCB) and job satisfaction. The objective of this Master’s thesis study was to examine the nature of change implementation in the BPO industry, to determine the effects of change implementation on OCB and job satisfaction and to examine the relationship between change implementation, OCB and job satisfaction.
by Chung, Sui Lun Lewis. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / Chapter / Chapter 1 --- INTRODUCTION --- p.1 / Outsourcing --- p.1 / Performance Issues in Outsourcing --- p.1 / Group Motivation and Vendor Management in --- p.2 / Outsourcing / The Behavioral Science Approach --- p.2 / Types of Outsourcing Studied --- p.3 / Chapter 2 --- SUGGESTED MANAGEMENT PRACTICES IN MOTIVATING VENDORS --- p.4 / Background --- p.4 / Alignment of Organizational Goals --- p.5 / Communicating the Goals to the Vendor --- p.6 / Translate the Goals to Measurable Performance Targets and Provide Regular Feedback to the Vendor on Performance --- p.6 / Reinforce Good Performance with Recognition --- p.7 / Contact Vendor Senior Management Regularly --- p.8 / Installing Job Satisfaction in Outsourcing --- p.8 / Outsource Works in Challenging Package --- p.9 / Be Result Oriented and Avoid Micro-Managing the Vendor --- p.10 / Provide an Equalized Working Environment to Vendor --- p.10 / Partnering with Vendor --- p.11 / Select Vendor with Compatible Organizational Culture --- p.12 / Ensure Vendor Outsource Manager has the Leadership Quality --- p.13 / Manage the Constituents within the Employer Organization --- p.13 / Nurture the Partnership by Top Management over Time --- p.14 / Summary of the Suggested Management Practice --- p.15 / Chapter 3 --- CASE STUDY 1: MASS TRANSIT RAILWAY CORPORATION AND DESIGN SERVICES OUTSOURCING --- p.16 / Introduction of Mass Transit Railway Corporation --- p.16 / Principle Business of MTRC --- p.16 / New Railway Extensions --- p.17 / The Role of Outsourcing in New Railway Extension --- p.17 / The Airport Railway Design Outsourcing Experience --- p.18 / Vendor Management Improvements --- p.18 / Tseung Kwan O Extension Design Outsourcing Strategy --- p.19 / Chapter 4 --- CASE STUDY 2: HONG KONG MONETARY AUTHORITY AND INFORMATION SYSTEM OUTSOURCING --- p.20 / Introduction of Hong Kong Monetary Authority --- p.20 / Organization of HKMA --- p.21 / Information Technology Division --- p.21 / Outsourcing by IT Division --- p.22 / Outsource Management at HKMA --- p.23 / Motivating Factors to Vendor Top Management --- p.23 / Motivating Factors to Vendor Staffs --- p.24 / Chapter 5 --- ANALYSIS FROM CASE STUDIES --- p.25 / Alignment of Organizational Goals --- p.25 / Communicating the Goals to the Vendor --- p.25 / Translate the Goals to Measurable Performance Targets and Provide Regular Feedback to the Vendor on Performance --- p.25 / Reinforce Good Performance with Recognition --- p.26 / Contact Vendor Senior Management Regularly --- p.26 / Installing Job Satisfaction in Outsourcing --- p.27 / Outsource Works in Challenging Package --- p.27 / Be Result Oriented and Avoid Micro-Managing the Vendor --- p.28 / Provide an Equalized Working Environment to Vendor --- p.28 / Partnering with Vendor --- p.29 / Select Vendor with Compatible Organizational Culture --- p.29 / Ensure Vendor Outsource Manager has the Leadership Quality --- p.30 / Manage the Constituents within the Employer Organization --- p.30 / Nurture the Partnership by Top Management over Time --- p.32 / Chapter 6 --- CONCLUSION AND FURTHER RESEARCH --- p.33 / Conclusion --- p.33 / Further Research --- p.34 / REFERENCES --- p.35 / APPENDIX 1 FAILED AND REALIZED OUTSOURCING EXPECTATIONS --- p.Appendix 1/1 / APPENDIX 2 OECD OUTSOURCING BEST PRACTICE GUIDELINES --- p.Appendix 2/1 / APPENDIX 3 TECHNIQUES IN MAINTAINING COMPATIBILITY OF ORGANIZATIONAL CULTURE --- p.Appendix 3/1 / APPENDIX 4 MANAGING THE CONSTITUENCY WITHIN THE EMPLOYER ORGANIZATION --- p.Appendix 4/1 / APPENDIX 5 INTERVIEWS --- p.Appendix 5/1 / BIBLIOGRAPHY Bibliography/ --- p.1
08 November 2013
This study investigates fleet outsourcing in government from a strategic perspective as it is integrated into the overall strategy of the Department of Transport. This study attempts to overcome some of the problems associated with outsourcing by integrating a number of key aspects of outsourcing including a value chain perspective, core competency thinking and supply base influences into the decision-making process. The background of the research highlights the status quo and examples of similar fleet management projects in Government. These include major projects in National Government, Telkom and City of Johannesburg. The research is motivated by the need for government to find new ways, with limited resources, to achieve maximum efficiency in fleet management by managing these resources and related risks. The value of the research is a holistic approach to the analysis of fleet management the public sector has never been undertaken. The study will also help the state to recognise the impact fleet management has on the state's core activities and offer a tool for measuring fleet management performance. The research methodology is qualitative and will be based on a case study approach, which is associated with the exploratory nature of this study. Outsourcing is justifiable if visible costs decrease, service improves and economies of scale are achieved. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.
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