Outsourcing non-core assets and competences of a firm using analytic hierarchy process

Hafeez, Khalid; Malak, Naila; Zhang, Y. B.

doi:10.1016/j.cor.2006.01.004

Cited by 83 publications

(62 citation statements)

References 32 publications

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“…However, applying those rules in a business environment requires tacit knowledge (Everaert et al, 2006). For professional accountants, tacit knowledge chiefly is acquired through practice, which makes it almost unattainable to transfer (Kamyabi and Devi, 2011;Hafeez et al, 2007). However, SMEs lack qualified people or knowledge to fulfill the accounting functions (Kamyabi and Devi, 2011;Everaert et al, 2006).…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

“…Physical assets (i.e. plant and equipment) are easily distinguishable due to their tangible existence (Hafeez et al, 2007). Intellectual capital is relevant to the intangible aspect of human resource such as employee skill, knowledge and individual competencies (Hafeez et al, 2007).…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

“…Furthermore, Hafeez et al (2007) classified resources as physical assets and intellectual assets. Physical assets (i.e.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

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Use of Professional Accountants’ Advisory Services and its Impact on SME Performance in an Emerging Economy: A Resource-based View

Kamyabi¹,

Devi²

2011

JMS

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This paper aims to identify the factors that affect the decisions of managers of manufacturing sector SMEs in Iran to utilise external accountants' advisory services and to examine the effect of these advisory services on SME performance using the Resource-Based View (RBV) of the firm as the theoretical lens in the Iranian SME manufacturing sector. A questionnaire survey of 658 Iranian manufacturing SMEs is used. The results of linear regression analysis suggest that the use of external accountants′ advisory services is positively associated with the knowledge of owner/manager, technical competence, competitive intensity and complexity of market decisions. In addition, the study evidences that the use of advisory services has a positive effect on SME performance. Furthermore, after controlling for age and size of the firm, the relationships between four independent variables (knowledge, technical competence, competitive intensity and complexity of market decisions) and utilisation of advisory were remained significant.

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Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

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Use of Professional Accountants’ Advisory Services and its Impact on SME Performance in an Emerging Economy: A Resource-based View

Kamyabi¹,

Devi²

2011

JMS

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“…To an extent, it appears that the question of outsourcing relates to the firm's existence itself (Nellis and Parker, 2002;Hafeez et al, 2007). Another perspective is provided by Lonsdale (1999), who suggested that the old issue of defining a firm's boundary is a critical component of outsourcing.…”

Section: Introductionmentioning

confidence: 99%

Revisiting learning outcomes from market led ICT outsourcing

Choudhuri

Maguire

Ojiako

2009

Business Process Management Journal

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Purpose -Today's global business is heavily dependent on information and communication technology (ICT). The reality for most organisations is that the rate of technology change has been extremely fast. To cope with these changes, some organisations are committing a large amount of resources. Such challenges make it difficult for some companies to invest in ICT, resulting in a need to re-think their business models. One such approach which has proved popular over the last few years is to outsource ICT. However, not all ICT outsourcing projects have been totally successful. The paper aims to explore various constructs in ICT outsourcing. Design/methodology/approach -The aim is achieved by conducting studies on 11 ICT outsourcing projects within the service sector. Findings -In future, customers will be looking for value-added services while focusing less on outsourcing as a cost-cutting exercise. There is also an added pressure on the customers and vendors to ensure that the original business case to justify outsourcing is robust. Research limitations/implications -The research is conducted with a limited sample of ICT outsourcing projects. For this reason, many of the conclusions in this paper are generalisations. Further research will need to be conducted in order for the lessons that emerge to be applicable across a wider business perspective. Originality/value -The paper takes a longer term perspective on the interface between customers and vendors in outsourcing projects. However, globally, this sector is very fluid and it is crucial that organisations understand the complexity of the relationships. This paper does not specifically seek to add to the existing body of knowledge on ICT outsourcing, but rather it serves as an opportunity to reflect on the full complexity of ICT outsourcing.

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“…He found that a partner's culture, past experience, size, and structure are as important in partner selection as task-related criteria, such as partners' technical know-how, financial assets, managerial experience, and access to markets. Based on detailed literature reviews (Das & Teng, 2000;Hafeez, Malak, & Zhang, 2007;Kumar & Malegeant, 2006), two groups of evaluation criteria have been defined; these authors subsequently used these criteria in each of their proposed frameworks. The first group of evaluation criteria focuses on the strategic aspects of collaboration and identifies them as similar values and goals, size, financial stability, culture, track record, and fit to develop a sustainable relationship.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Using the Fuzzy Delphi Method to Apply a Model of Knowledge Transfer through International Strategic Alliances in Up-Stream Oil and Gas Sectors

Kimiagari

Keivanpour

Al-Azad

et al. 2015

CMR

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The upstream petroleum industry includes associated service businesses such as seismic and drilling contractors, service rig operators, engineering firms and various scientific, technical service and supply companies. These extremely high-tech activities require the continuous inflow of knowledge and technologies for reconfiguring and rebuilding capabilities that fit with the continuous changes in the marketplace for sustaining a competitive advantage. To that end, infrastructures and policy orientations are required to create a conducive environment for knowledge transfer (KT) to enhance knowledge capability. This paper aims to explore how strategic alliances lead to KT that enhances organizational capabilities. We analyze the case of the National Iranian Oil Company (NIOC) to test the fuzzy Delphi model (FDM) framework. We develop a conceptual framework establishing the link between the strategic alliances (SA) and their facilitators for developing the knowledge Contemporary Management Research 410 capabilities of upstream oil and gas companies. We tested the proposed model using FDM to show how international strategic alliances (ISA) in the upstream oil and gas sector transfer knowledge and have positive effects on developing the NIOC's knowledge capability. Positive outcomes include knowledge acquisition from partners, developing knowledge management techniques and facilitating the implementation of knowledge-based structure, developing high-tech production and exploration methods, increasing investment in innovation, and developing human resources and information technology uses.

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Outsourcing non-core assets and competences of a firm using analytic hierarchy process

Cited by 83 publications

References 32 publications

Use of Professional Accountants’ Advisory Services and its Impact on SME Performance in an Emerging Economy: A Resource-based View

Use of Professional Accountants’ Advisory Services and its Impact on SME Performance in an Emerging Economy: A Resource-based View

Revisiting learning outcomes from market led ICT outsourcing

Using the Fuzzy Delphi Method to Apply a Model of Knowledge Transfer through International Strategic Alliances in Up-Stream Oil and Gas Sectors

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