Does it Matter the Loss of Tacit Knowledge in IT Outsourcing? A study in a Swedish Governmental Agency

IT outsourcing, knowledge transfer and project transition phases

“…Although approximately 94 per cent of IT organizations outsource IT functions, only one-third of the organizations surveyed considered ITO initiatives as successful (KMPG, 2017). Both the client IT managers and the outsourcing vendor partners tend to approach knowledge transfer during the transition stages of ITO initiatives as an afterthought (Al-Salti and Hackney, 2011;Blumenberg et al, 2009;Deng and Mao, 2012;Hodosi et al, 2017;Kristjánsson et al, 2014). Knowledge transfer remains a challenge for most project teams during critical transition phases of the project (Ren et al, 2018).…”

“…Recent research focused on ITO success factors include insights into best practices for ITO contract models (De Carvalho et al, 2018;Luong and Stevens, 2015), mitigating ITO risks and barriers (González et al, 2016), factors of ITO knowledge transactions VJIKMS 50,2 (Hodosi et al, 2017) and types of CSFs related to ITO (Mehta and Mehta, 2017). Recent research focused on KT outcomes include insights into client and vendor characteristics (Teo and Bhattacherjee, 2014), ITO onboarding practices and ITO vendor skill sets.…”

“…Insufficient attention to knowledge transfer was suggested as the cause of offshore vendor partners being less able to form sufficient domain knowledge frameworks that foster the translation of the client's domain knowledge into actions that add value to the client (Strasser et al, 2019). Failed knowledge transfer equates to failed strategic goals and wasted Blumenberg et al (2009) Focus on vendor transition practices Beulen et al (2011) Client transition practices Chang and Gurbaxani (2012) Productivity impacts of outsourcing IT-related knowledge Holzmann (2013) Trends in project management literature on knowledge sharing Jain and Thietart (2013) Knowledge-based transaction cost, managers' decision framing Khan and Khan (2013) Vendor contract planning, management and execution Sudhakar (2013) Client and vendor critical success factors in ITO project Gorla and Somers (2014) Focus on the effects of ITO initiatives on IT project success Runar Edvardsson and Durst (2014) Understanding the role that knowledge plays in the ITO decision Luong and Stevens (2015) Client and vendor critical success factors in ITO projects González et al (2016) Validity of ITO reasons and risk over time Jain and Khurana (2016) Vendor perspective of success factors of the client-vendor relationship Hodosi et al (2017) Focus on ITO impacts from loss of tacit knowledge exchange Mehta and Mehta (2017) Vendors critical success factors for offshore ITO success De Carvalho et al (2018) Client and vendors contractual and relational governance KT Outcomes Chen et al (2010) Barriers to successful cross-cultural knowledge transfer Al-Salti and Hackney (2011) Vendor perspective of KT success factors Lacity et al (2011) KT incentives for both contracting parties Park, Im, and Kim (2011) Behavioral process of knowledge transfer between vendor and client Williams (2011) Vendor learning during opening transition phases of the ITO project Deng and Mao (2012) Vendor's' learning mechanisms in offshore ITO projects Gang, Shaobo, and Nsakanda (2012) Moderating effect of global project complexity on KT performance Chen et al (2013) Knowledge transfer and knowledge building in offshored ITO projects Betz et al (2014) Focus on KT best practices…”

How to Build Successful Cloud Computing Relationships

“…Thefrequencyoftransactionsreferstotherepetitionofatransactionbetweenmarketpartners.It isunclearhowfrequencyappliestoITO,butitisanimportelementinthesupplychainmanagement (Hodosi, 2017;Hodosi, Johansson and Rusu, 2017). According to Williamson (1985), parties ofatransactionownorhavedifferentaccesstorelevantinformationandtempttoopportunistic behaviourbysomeeconomicagentsandopportunismiscrucialregardstransactionscostincreasing effects.InaCCperspective,theproviderhasanadvantage,byhavingmoreinformationaboutthe ITandtheCCmarket.…”

AMS-Algorithmen_Bericht_final.pdf

“…Denn mit der Automatisierung geht oft auch eine Rationalisierung von Personal einher und -in Folge -eine Reduktion von Kund*inneninteraktionen. Dadurch kann auch durch Erfahrung erlangtes Wissen (‚tacit knowledge') verloren gehen(Hodosi et al 2017). Die derzeit einzige andere Wie in den vorherigen Absätzen ausgeführt, halten wir emergenten Bias für eine ernstzunehmende Herausforderung, deren Bewältigung komplexe Strategien und sorgfältigere Planung braucht.…”