Competitive Potential of Micro-sized IT Outsourcing Vendors in a Small State of the European Union: A Case of Malta

Abstract

Information Technology (IT) outsourcing becomes an increasingly popular phenomenon among business practitioners who seek services and/or products of third party suppliers to meet their in-house IT needs. It offers a business opportunity for IT outsourcing vendors, which, from a competitive potential perspective, may be challenging when such organisations are micro-enterprises (employing not more than ten employees) and operate from Malta -a developing micro island state in the Mediterranean and a constituent part of the European Union. This paper tests the notion of competitive potential as posed by the Strategic Alignment Model (SAM) of Henderson and Venkatraman (1993), within such particular context. Through the SAM, competitive potential is viewed as a strategic co-alignment of a firm's business strategy, IT strategy and organisation infrastructure. A best fit model which positively asserts such a notion is derived from Structural Equation Modelling (SEM) that is applied to data collected from a survey amongst the Maltese IT outsourcing micro-enterprises. The model is validated and confirmed through a Case Study involving six micro-enterprises. The paper indicates the strategic alignment of competitive, organisational and strategic factors, which, albeit not often explicit, are highly active in IT outsourcing micro-enterprises. It also indicates that competitive potential in the IT outsourcing micro-enterprises is a dynamic capability that evolves out of a well conceived business strategy, IT strategy and organisation infrastructure which seek to exploit existing competitive potential and compensate for resource constraints whilst seeking to deliver IT service and/or product through outsourcing arrangements.