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Banalieva and Dhanaraj argue that digital service multinationals (DSMNCs) possess a new category of firm-specific advantage (FSA), the network advantage, and that, contrary to extant theory, they use networks as a mode of governance. I review the business models used by DSMNCs, compare them to non-digital ones, and explore what we can learn about them from extant IB theory. I conclude that network advantages are not a new category of FSAs, that networks are not a mode of governance, and that their use by DSMNCs is well explained by extant theory.

Introduction: Over half of the Swedish IT-projects get delayed and more expensive than budgeted. Large corporations and governmental institutions stand before the process of investigating in new IT-systems in intervals of three to five years. In order to decrease the cost, an external consultant with large experience in IT-purchases could be used by the customers. These consultants does today work solely for the customers, helping them to find the best solution. We want to see if an external consultant instead could act as an inde-pendent moderator between the supplier and customer in the IT-systems lifecycle. Purpose: The purpose of this study is to describe and analyze problems and possible solutions related to the involvement of third party consultants in larger IT-projects. In particular, we will investigate when and where in the project cycle it could be beneficial to use an independent moderator. Method: We have conducted semi-structured interviews with six organizations to get an understanding about consultants in IT-projects. Four of the interviewed were IT-managers at organizations were large IT-systems are bought and implemented. Then, two of the in-terviewed represented the supplier companies that sell large IT-systems. Frame of reference: Transaction cost theory and agency theory has been used. Transac-tion cost theory is a theory on whether you should conduct the service internally or purchase it from external firms. Agency theory describes problems in the relationship between a principal and an agent. The agent has a diversified interest towards the principal. In our case, the agent is a consultant. Conclusion: The implementation phase benefits from using an external moderator who monitors what the customer needs, and then in a continuous interval measures if the project is aligning towards the stated goal. This can lower the failure of information and identify problem areas early and thereby prevent costly adjustments later in the project. An in-dependent moderator with a high degree of routine and specific knowledge could enhance communication, create a better fit of the implemented system and foresee opportunistic advices from suppliers. In the pre-study phase there are benefits for the customer with evaluating the need, stating specific demands and define a clear goal.

Due to the development of mobile technology and the rapid growth of mobile commerce market, the demand of mobile technology adoption in business increases day by day. Hence the purpose of this thesis is to study the success of the mobile technology adoption in business and its determinants. When discussing about technology adoption, most researchers think Task-Technology fit is the most important and the only concept that has to be considered. Actually¡Awhether one company is suitable for implementing mobile technology determined by many reasons. Not only the fitness between task and technology but also many organizational factors have to be considered such as the economical readiness¡BIT Infrastructure and organization readiness. The three aspects are classified as ¡uViability¡v construct. The result shows that both the ¡uTask-Technology fit¡v and ¡uviability¡vwill effect the success of the mobile technology adoption.

Traditionally human resource functions are performed in house, but recently the subject on outsourcing human resources is becoming more and more popular. According to an article published in 2004 by the INC. 500 magazine, 18 human resource service providers were chosen to be the most fast growing corporation in the US, in the mean time the Fortune 500 and Forbes 500 corporations listings both had human resource business process outsourcing firms listed inside. This research focuses on successful human resource service providers in Taiwan, the main objective will be finding out what current environment are they facing and what kinds of corporate resources do they possess to cope with their business operational needs. Using these findings as the basis, we employ the Transaction Cost Theory to do further analyze in their competitive and strategy model. Further more, by applying these strategies what economical profit can the service provider bring to there customers. In this research, we use a case study approach and employ the in-depth interview technique which includes five global human resource service provider¡¦s Taiwan branch as are research sample. Moreover, by using domestic and international references as auxiliaries, we can draw out the business model of the human resource service providers. The inference of this thesis is that corporate resources and brand can decrease the transaction cost triggered by outsourcing activities, and by decreasing transaction cost the service providers can establish trusting and cooperative relationships more successfully. When trusting relationships are in place, service providers can deliver more added value and economic profits based on their originally service content. Last but not least, by absorbing the feedback from satisfied customers, human resource service providers can accumulate solid professional knowledge and increase brand value.

It has been an important issue on how to get universities to better contribute to the innovation process, especially in the knowledge-based economy. This paper aims to explore the control mechanism in the university-industry partnership through the framework of transaction cost theory. I conduct an empirical study of the collaborative process by providing the research-based evidence that focuses on the perspectives of two sets of faculties in a research university and a biotech company. The optimal control mechanisms will be suggested in the context of the uncertainties and ineffective communications in the R&D joint research projects.

<p>Introduction: Over half of the Swedish IT-projects get delayed and more expensive than budgeted. Large corporations and governmental institutions stand before the process of investigating in new IT-systems in intervals of three to five years. In order to decrease the cost, an external consultant with large experience in IT-purchases could be used by the customers. These consultants does today work solely for the customers, helping them to find the best solution. We want to see if an external consultant instead could act as an inde-pendent moderator between the supplier and customer in the IT-systems lifecycle.</p><p>Purpose: The purpose of this study is to describe and analyze problems and possible solutions related to the involvement of third party consultants in larger IT-projects. In particular, we will investigate when and where in the project cycle it could be beneficial to use an independent moderator.</p><p>Method: We have conducted semi-structured interviews with six organizations to get an understanding about consultants in IT-projects. Four of the interviewed were IT-managers at organizations were large IT-systems are bought and implemented. Then, two of the in-terviewed represented the supplier companies that sell large IT-systems.</p><p>Frame of reference: Transaction cost theory and agency theory has been used. Transac-tion cost theory is a theory on whether you should conduct the service internally or purchase it from external firms. Agency theory describes problems in the relationship between a principal and an agent. The agent has a diversified interest towards the principal. In our case, the agent is a consultant.</p><p>Conclusion: The implementation phase benefits from using an external moderator who monitors what the customer needs, and then in a continuous interval measures if the project is aligning towards the stated goal. This can lower the failure of information and identify problem areas early and thereby prevent costly adjustments later in the project. An in-dependent moderator with a high degree of routine and specific knowledge could enhance communication, create a better fit of the implemented system and foresee opportunistic advices from suppliers. In the pre-study phase there are benefits for the customer with evaluating the need, stating specific demands and define a clear goal.</p>

This thesis explores the mechanics of governance within several layers of participating firms in the global value chain of the automotive industry, and how new forms of governance shape the development of the Brazilian and Chinese automotive industry. In particular, it examines how the local supply firms from Brazil and China can integrate and upgrade in the globalized automotive industry. By using the global value chain (GVC) framework, the changing inter-firm dynamics between buyer and supplier are analyzed, and their impact on the indigenous supply firms from Brazil and China examined. The results highlight the role of product architecture in defining the value chain governance approach. Through the evolution of product architecture, the lead-firms can globalize their approaches to procurement and supply chain management. Moreover, the globally harmonized products allow the lead-firm to effectively restructure the global supply base to establish a globally harmonized components supply industry by internationalizing the most capable supply firms. Oligopolies along the entire GVC are consciously created by the lead firm. The dynamics of competition between supply firms are changing, as the market for integral components with high asset-specificity are merging into one global market with oligopolistic and oligopsonistic features. While some supply firms from the emerging markets have been able to utilize their business ties with western assembly firms to upgrade within the GVC, most are under pressure to be squeezed out of the GVC through increased global competition. The thesis contributes to the field of development studies by analyzing the prospects for emerging market firms to participate and upgrade in the GVC of western lead-firms. Furthermore, it contributes to the economic theory of governance by presenting evidence of forms of influence outside the realm of supplier-buyer contracts. The thesis further extends the global value chain framework by introduction a fine-tuned approach to ‘power’ as a determinant of governance.

The aim of this research is to develop, examine and validate a conceptual framework, which explains factors of the export supply chain relationship focusing on information sharing in export supply chain management field. This research seeks to understand the dyadic exporter-producer relationship in the export industry of fresh fruit and vegetables from Jordan to the European Union. Jordan supplies very limited fresh fruit and vegetable exports to the European market and the exporter-producer relationships are still weak, which impedes the emergence of a high performance supply chain within this promising market. There has been a lack of conceptual and empirical research on information sharing, which limits the understanding of the business relationship and there is no theoretical framework analysing export supply chain relationships. Therefore, this research examines the possible association between the following factors: relationship, network and transaction dimensions; information sharing; and export performance. A framework for the influence of information sharing on a dyadic exporter-producer relationship of supply chain management guiding this research is developed initially, based on three perspectives: relationship marketing theory, network theory and transaction cost theory. Qualitative methodology is used to achieve the research aim and objectives in Jordan. The research is comprised of two phases. In phase one, seven interviews with experts are conducted to refine the initial framework for key propositions and propose a framework for supply chain management. In phase two, there are ten multiple-case studies, which contain 40 semi-structured interviews, 40 hours of observations and archival records. These cases are primarily conducted with the selected exporter and producer firms in the export industry of fresh fruit and vegetables. Data are collected and analysed, based on key themes and a case study protocol, which individually explore each exporter-producer relationship ―case‖ in order to examine the proposed framework. Finally, the ten cases are cross-analysed to explain the key findings and to match them to the framework in order to validate it as the final conceptual framework for supply chain management. The research findings support the central premise that specific dimensions of relationships, networks and transactions are the key antecedents of information sharing, which in turn influences export performance. The findings confirm that the exporters and the producers are able to support their relationships through the benefits gained from these dimensions at the relationship, network and transaction levels of the export III Information Sharing in an Export Supply Chain Relationship Luai Jraisat supply chain. It is through this alignment that firms create better information sharing between them. Likewise, the findings suggest that firms will be able to gain strategic advantages from supply chain management based on information sharing and its components, namely content, sharing methods, sources and value, thus suggesting that the firms should apply information sharing to improve financial and non-financial export performance. The research makes key contributions to theory and methodology, and has policy and managerial implications. Theoretical contributions are made to the supply chain management literature by providing a holistic framework for supply chain management to understand the exporter-producer relationship. The research expands on the applications of the three perspectives combined and focuses on information sharing as a key factor. Methodological contributions are offered as this research connects the qualitative methodology to the theory, enabling an analytical generalisation of supply chain management relationships by examining both sides of the dyadic relationship to guide their information sharing. This research expands more on the validity and reliability aspects to ensure the strength of this qualitative empirical research. Policy and managerial implications are addressed for managers and policy-makers. The research limitations and guidelines for future research are discussed.

<p>Background: Many companies have outsourced their IT-operations and their expectations of what this IT-outsourcing will contribute to the business are high. Cost cuts are not always a natural outcome of IT-outsourcing. Many companies that have outsourced their IT-operations consider it to be problematic and complex to exercise management control and reach cost control which was the purpose of the IT-outsourcing.</p><p> Purpose: To describe and analyze what affect IT-outsourcing has on a company’s management control system and a company’s possibility to exercise cost control. We will also make a suggestion on how a company can arrange their IT- outsourcing to facilitate management control. </p><p>Method: We have through a case study like approach interviewed IT-managers, IT- controllers and IT-maintenance personnel in five large corporations in Sweden. </p><p>Results: It’s common that a company that decides to outsource their IT- operations underestimates the difficulties that occur when the company transforms their operations from producing IT-services in house to ordering from a supplier. After a while the company often realizes that it lacks sufficient competence to order IT-services. There is also a great risk that the company becomes very dependent on its IT-supplier. For the company to reach the optimum order volume of IT-services from the IT-supplier it’s very important to create a competent procurement department for IT-services. A key factor in reaching a successful IT-outsourcing with good competence to order IT-services is to keep the architectural role within the company. Furthermore is the design of the IT-contract one of the most important tools in creating a solution for IT-outsourcing that facilitates management control. Examples of important ingredients in a good IT-contract are rules how to conduct benchmarking and how the company can put competitive pressure on the IT-supplier.</p> / <p>Bakgrund: Det är många företag somhar outsourcat sin IT-verksamhet och förhoppningarna om vad IT-outsourcing ska medföra för verksamheten är höga. Kostnadsinbesparingar och effektiviseringar är dock inte en självklar följd av IT-outsourcing. Många företag som har outsourcat sin IT-verksamhet uppfattar det som problematiskt och komplext att utöva ekonomisk styrning och uppnå den kostnadskontroll som eftersträvades när IT-verksamheten outsourcades. </p><p>Syfte: Att beskriva och analysera hur ett företags ekonomiska styrning och möjligheter till kostnadskontroll påverkas av att IT-verksamheten outsourcas. Vidare vill vi utarbeta ett förslag på hur ett beställarföretag kan konstruera sin IT-outsourcing för att underlätta utövandet av ekonomisk styrning och kostnadskontroll. </p><p>Metod: Vi har i en fallstudieliknande studie intervjuat IT-chefer, IT- controllers och förvaltningsansvariga på fem stora bolag i Sverige som har outsourcat sin IT-verksamhet. </p><p>Resultat: Det är vanligt att beställarföretaget underskattar svårigheterna med omställningen att gå från att ha varit utförare till att bli beställare och efter ett tag upptäcker att det saknas tillräcklig beställarkompetens. Risken är också stor att beställarföretaget hamnar i en mycket stark beroendeställning till sin IT-leverantör. För att beställarföretaget ska hitta den optimala volymen av IT-tjänster är det viktigt att beställarföretaget bygger upp en kompetent beställarorganisation. En nyckelfaktor för att uppnå en framgångsrik outsourcing där beställarkompetensen är god är att behålla arkitekturrollen inom företaget. Vidare är utformningen av kontraktet ett av de viktigaste verktygen för att skapa en outsourcinglösning som underlättar utövandet av ekonomisk styrning. Exempel på viktiga beståndsdelar i ett bra kontrakt är klausuler som reglerar hur benchmarking och en konkurrensutsättning ska gå till samt hur effektiviseringsvinster ska fördelas mellan parterna.</p>