Offshore outsourcing of IT services as new service development

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper is based on a portion of the research undertaken as part of the author's doctorate study and aims to look at change and its management in the context of the offshore outsourcing of IT services. Design/methodology/approach -Two longitudinal case studies were conducted in a large multinational. The study looks at the scenario mainly from the viewpoint of the onshore IT front-line staff; some high level managers were also included. Offshore staff did not form part of the research. Findings -Change and its management form an important aspect of the process of offshore outsourcing of IT services; observing this aspect from the new service development point of view gives an in-depth picture of the issues involved. A pictorial representation of this process has been presented in this research. Originality/value -This paper looks at change and its management from the perspective of the offshore outsourcing of IT services in terms of new service development -previous studies have not focused on this area in this context.

Outsourcing decision: do strategy and structure really matter?

“…Prior research reveals a growing stream of publications on various activities and operations which may be outsourced by a firm. There are well-known articles on outsourcing of information technology (Rashid, 2012; Plugge and Bouwman, 2013; Westphal and Sohal, 2016), information systems and security (Samaddar and Kadiyala, 2006; Cezar et al , 2014), customer support (Balakrishnan et al , 2008; Kalaignanam et al , 2013; Wuyts et al , 2015), manufacturing operations (Dabhilkar and Bengtsson, 2008; Deshpande et al , 2011), fashion industry (Lin et al , 2013), and logistics (Tapiero and Grando, 2007; Chen et al , 2011; Solakivi et al , 2013), just to name a few. Moreover, outsourcing can be done domestically as well as internationally, where international outsourcing is often termed as offshore outsourcing (Chen, 2009; Gregorio et al , 2009; Bertrand, 2011; Kouvelis and Li, 2013).…”

A case study of morphogenetic change in long-term offshoring

“…The second stream focuses on the enhancement of specific attributes or outcomes of relationships, including trust, information and communication, domain knowledge, services provided, etc. (Alami, Wong, & McBride, 2008;Avison & Banks, 2008;Beulen, Tiwari, van Heck, 2011b;Cha, Pingry, & Thatcher, 2008;Kelly & Noonan, 2008;Mathew, 2011;Rashid, 2012). Together, the two streams have provided valued insights pertinent to the management of long-term vendor relationships.…”