The Influence of Inter-enterprise Value Co-creation on Innovation Based on Resource Theories

Ren, Steven Ji-Fan; Bu, Qiong; Zhou, Mingjian; Hu, Caihong

doi:10.1007/978-3-642-37270-4_18

Cited by 6 publications

(5 citation statements)

References 23 publications

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“…For instance, to increase benefits and overcome problems, many organizations have established partnerships. These include Universal Postal Service and Motorola, Kodak and digital equipment corporation, and IBM, Shenzhen development bank and Hi Sun, United States Achievement Academy and IBM, electronic data systems and Xerox, Price‐water‐house‐coopers and KPMG, EC_Gate and Cap_Gemini, Cisco, Corio, Sun and DELL, and Microsoft Net store, and US inter‐networking . In view of Ross et al, previous research does not report reasons and factors of partnership formation.…”

Section: Background and Motivationmentioning

confidence: 95%

Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

Ali

Khan

et al. 2019

J Software Evolu Process

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Software Outsourcing Partnership (SOP) is considered as a kind of risk and reward sharing client‐vendor relationship. Generally, a fruitful outsourcing association might be converted to an outsourcing partnership. The objective of this research is to identify and analyse barriers that are hurdles to vendors in renewing or promoting their ongoing client‐vendor relationship to outsourcing partnership. A questionnaire survey based on the findings of Systematic Literature Review (SLR) was performed with 50 experts. The study identifies five critical barriers such as “insufficient quality of technical capability,” “poor infrastructure,” “poor quality of service,” “communication gap and poor coordination,” and “relational risk.” The results indicate that barriers' insufficient quality of technical capability, poor infrastructure, and poor quality of service were common in four types of experts while insufficient quality of technical capability is common in three levels of experts. Furthermore, barriers were classified based on their criticality from client‐vendor perspective. The results of Spearman correlation test (rs = 0.714 and ρ = 0.000) confirmed that the participant strongly agrees with the outcomes of the SLR. The results suggest that for successful renewal or promotion of their existing outsourcing association, vendor organizations should address all the identified barriers in general and the most common barriers in particular.

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Section: Background and Motivationmentioning

confidence: 95%

Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

Ali

Khan

et al. 2019

J Software Evolu Process

View full text Add to dashboard Cite

show abstract

“…For instance, to increase benefits and overcome problems, many organisations have established partnerships. These include Universal Postal Service and Motorola, Kodak and digital equipment corporation, and IBM, Shenzhen development bank and Hi Sun, United States Achievement Academy and IBM, Electronic data systems and Xerox, Price‐water‐house‐coopers and KPMG, EC_Gate and Cap_Gemini, Cisco, Corio, Sun, and DELL, and Microsoft Net store, and US internetworking . In view of Ross et al, previous research does not report reasons and factors of partnership formation.…”

Section: Background and Motivationmentioning

confidence: 96%

“…Kinnula et al argue that previous research does not report how a partnership is formed. According to Ren et al, preceding literature on outsourcing partnerships have used social theories of commitment and trust to explain the relationship phenomenon. However, only few studies have examined the determinants of partnerships.…”

Section: Background and Motivationmentioning

confidence: 99%

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A framework for modelling structural association amongst barriers to software outsourcing partnership formation: An interpretive structural modelling approach

Ali

Huang

Khan

et al. 2020

J Software Evolu Process

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Software Outsourcing Partnership (SOP) is considered as a type of risk and reward sharing relationship between a client organisation, in the developed countries, and its overseas vendor organisation. Regardless of numerous benefits, the development of SOP still remnants in its infancy stage due to several interactive barriers. Some studies have been conducted to examine the barriers to SOP formation. However, no attempt has been reported so far to explore the multifaceted interrelationships amongst them. To bridge the gap, this study implements Interpretive Structural Model (ISM) approach to reconnoitre the interrelationships amongst the barriers in the context of SOP formation. The objective of this research paper is to develop a framework for modelling structural association amongst the barriers. To achieve the objective, we used a hybrid methodology based on systematic literature review (SLR), empirical survey, and ISM. Firstly, via SLR study, we identified 27 barriers to SOP formation. Secondly, to empirically explore the interrelationships amongst the identified barriers, a questionnaire survey was performed with 50 experts from a total of 20 different countries. Further, interrelationships amongst the barriers were identified using ISM via panel review, and their classifications were carried out via Cross‐Impact Matrix Multiplication Applied to the Classification Approach.

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“…To overcome aforementioned problems a number of client organisations have established strong relationships with other vendor organisation like Motorola and UPS [23,24], Kodak and DEC [25], Hi Sun and SDB [26], USAA and IBM [25,27], and EDS and Xerox [27].…”

Section: Introductionmentioning

confidence: 99%

Software Outsourcing Partnership(SOP): A Systematic Literature Review Protocol with Preliminary Results

Ali¹,

Khan

2014

IJHIT

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The Influence of Inter-enterprise Value Co-creation on Innovation Based on Resource Theories

Cited by 6 publications

References 23 publications

Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

A framework for modelling structural association amongst barriers to software outsourcing partnership formation: An interpretive structural modelling approach

Software Outsourcing Partnership(SOP): A Systematic Literature Review Protocol with Preliminary Results

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