Critical Success Factors of Information Technology Outsourcing for Emerging Markets

Abstract

Outsourcing has gained popularity as several large U.S. companies in the 1980 s began delegating IT work to foreign firms. In outsourcing, one party (customer) asks another party (vendor) to do a particular job. Outsourcing has its own advantages, like reducing the cost and time and increasing performance and satisfaction. This study has focused on the critical success factors in information technology outsourcing for the emerging market and has considered the perspectives of the vendor. A snowball sampling technique was used to generate quantitative data among the respondents inside Kathmandu valley and variables were drawn from the available literature. Respondents included outsourcing vendors, freelancers, consultants and policymakers. Data were properly tested for reliability using Cronbach's Alpha and results were validated using convergent and discriminant validity. The analysis included Structured Equation Modeling and Estimation was done using maximum likelihood and partial least squares. The study identified 21 critical success factors for the emerging market under seven categories: System quality, communication quality, service quality, system use, satisfaction, individual benefit and organizational benefit which is the main contribution of the paper. It is suggested that IT outsourcing vendors focus on these factors, policymakers implement new strategies to establish their presence in global outsourcing industries and researchers incorporate these variables in their future research.

Managing Competences of Generation Y and Z in the Opinion of the Management Staff in the Modern Business Services Sector

“…MBS companies include Business Process Outsourcing (BPO), Information Technology Outsourcing (ITO), Shared Service Centers (SSC), and Research and Development (R&D). The thematic research literature mainly focuses on: competencies of the future [3][4][5][6], attracting and retaining talent in organizations of this type [7], applying innovative business models [8], shaping innovative work environments [9], the role of leaders and managers [10,11], multisourcing [12,13], strategic and operational management [14], customer satisfaction [15], and strategic conflict analysis [16]. However, there are no studies that capture MBS in the context of studying the competencies of Generation Y and Z.…”

“…The MBS sector includes mainly Shared Service Centers (SSC), Business Process Outsourcing (BPO), Information Technology Outsourcing (ITO), Research and Development centers (R&D) and companies supporting the development of this sector [31]. It is estimated that IT services concentrated within this sector cover about 33% of employees; financial and accounting services about 22% of employment; and services related to contact with clients about 15% [12]. In Poland, this sector is most often represented by large corporations that provide services to international business customers and operate in a wide range of services, such as IT, accounting, finance, purchasing, legal services, pharmaceuticals, HR, and consulting [32].…”

The Use of Digital Channels in Omni-Channel Retail—An Empirical Study

“…Implementing effective strategies creates appropriate experiences for the target audience, encouraging them to return, thus influencing their loyalty and fidelity [10,11]. Attracting new consumers and creating mutually beneficial relationships are advantages offered to the omni-channel retailer [12].…”