Why 'nearshore' means that distance matters

Carmel, Erran; Abbott, Pamela

doi:10.1145/1290958.1290959

Cited by 108 publications

(65 citation statements)

References 3 publications

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“…30%-among which is the paper by Gopal and Sivaramakrishnan 2008). Numerous works (15) adopt a much broader macroeconomic perspective; they treat the effects caused by offshore on a global scale (Carmel and Abbott 2007) or in a specific country (Joshi and Mudigonda 2008). A group of 6 works focus on the consequences derived from the relationship between outsourcing and the individuals, regardless of whether they are clients or providers of these services (D'Mello and Sahay 2007).…”

Section: Research Methodologiesmentioning

confidence: 99%

“…Offshore Typology receives the attention of nine articles. Under this topic are comprised the works which treat the different typologies of outsourced services, namely: opensource, that is, the development of open source software within a global community (Agerfalk and Fitzgerald 2008) 2 ; nearshore outsourcing, which would represent the most conservative version of offshore because the delivery of the services outsourced comes from a country that is not very far from the client (Carmel and Abbott 2007); offshore with a mediator or mediated offshore model, where a small provider firm offers its services to a larger IT firm that in turn acts as an interface with the onshore clients (Jarvenpaa and Mao 2008); two-stage offshoring, which takes place when the client looks for a provider that is normally close (nearshore) and that, in turn, looks for another cheaper, more distant provider (offshore) (Holmström Olsson et al 2008) and multisourcing, where a client looks for several providers of offshore services (Levina and Su 2008). Eight articles focus on the geographical location where offshore services develop.…”

Section: Research Methodologiesmentioning

confidence: 99%

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Information systems offshore outsourcing: managerial conclusions from academic research

2013

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In the light of the growing interest raised by Information Systems Offshore Outsourcing both in the managerial world and in the academic arena, the present work carries out a revision of the research in this area. We have analysed 89 research articles on this topic published in 17 prestigious journals. The analysis deals with aspects such as research methodologies, level of analysis in the studies, data perspective, economic theories used or location of vendors and clients of these services; and it additionally identifies the most frequent topics in this field as well as the most prolific authors and countries. Although other reviews about the research in this area have been published, the present paper achieves a greater level of detail than previous works. The review of the literature in the area could have interesting implications not only for academics but also for business practice.

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Section: Research Methodologiesmentioning

confidence: 99%

Section: Research Methodologiesmentioning

confidence: 99%

Information systems offshore outsourcing: managerial conclusions from academic research

2013

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“…I cannot really ask questions. The geographical distances between onshore and offshore teams that lead to separation despite the availability of information and communication technologies have been discussed extensively in the literature [23,26,27]. In offshore software projects, distance can exacerbate the difficulties in communication, control, coordination, and socializing [7].…”

Section: Distant Team Judgmentmentioning

confidence: 99%

“…within the same continent [23]. Table 1 provides the overall career experiences of the interviewees from the client and vendor sides.…”

mentioning

confidence: 99%

Exploring Failures at the Team Level in Offshore-Outsourced Software Development Projects

Philip

Wende

Schwabe

2012

Lecture Notes in Business Information Processing

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Offshore-outsourced software development (OOSD) projects involvemultifaceted risks throughout the project execution, as they are handed over tothird-party organizations and thus are exposed to more risks than in domesticoutsourcing or captive offshoring. We concentrate on failed OOSD projects inthis paper and analyze the unique aspects of such projects at the team level thatlead to failures. Using the grounded theory approach, we conducted semistructuredinterviews with 19 project managers involved in OOSD projectfailures from the vendor and client sides, who are based in India or Switzerland.We developed a set of propositions regarding multiple teams in the OOSDproject context to explain failures. Integration of inter-organizational offshoreand onshore teams from the vendor and client sides was found to beindispensable in avoiding project failures. Six categories of unique aspects thatlead to OOSD project failures were identified and discussed in this exploratorywork. Abstract. Offshore-outsourced software development (OOSD) projects involve multifaceted risks throughout the project execution, as they are handed over to third-party organizations and thus are exposed to more risks than in domestic outsourcing or captive offshoring. We concentrate on failed OOSD projects in this paper and analyze the unique aspects of such projects at the team level that lead to failures. Using the grounded theory approach, we conducted semistructured interviews with 19 project managers involved in OOSD project failures from the vendor and client sides, who are based in India or Switzerland. We developed a set of propositions regarding multiple teams in the OOSD project context to explain failures. Integration of inter-organizational offshore and onshore teams from the vendor and client sides was found to be indispensable in avoiding project failures. Six categories of unique aspects that lead to OOSD project failures were identified and discussed in this exploratory work.

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“…On the other hand, many problems are reported that are due to the immanent characteristics of distributed development and that, despite the recent improvements in collaboration technology, have not been overcome yet: Problems in communication, coordination, and control (for example caused by cultural and language differences) [3] [4] [5], difficulties in knowledge transfer [6], and issues regarding the protection of intellectual property [7] are just a few examples. These problems can result in decreased productivity [8], loss of motivation [9], and a generally lower project success rate [10] and may also contribute to the trend towards "nearshoring" [11] or raise voices that argue for not starting GSD at all [12].…”

Section: Introductionmentioning

confidence: 99%

A multi-criteria distribution model for global software development projects

Lamersdorf

Münch

2010

J Braz Comput Soc

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The allocation of development tasks to sites is one of the most important activities in the management of global software development projects. Its various influences on the risks and benefits of distributed projects require careful consideration of multiple allocation criteria in a systematic way. In practice, however, work is often allocated based on only one single criterion such as cost, and defined processes or algorithms for task allocation are typically not used.Existing research approaches mainly focus on selected aspects such as the minimization of crosssite communication and are difficult to adapt to specific environments. This article presents a customizable multi-criteria model for task allocation in global software development projects.Based on an analysis of the state of the practice, a set of requirements was derived and used for evaluating existing task allocation models from different domains. The Bokhari algorithm was identified as a suitable starting point and modified with respect to the fulfillment of the requirements. The modification includes the development of mechanisms for customization, the incorporation of cause-effect relationships, and the use of probabilistic modeling of uncertainty with Bayesian networks. The application of the model is demonstrated in different scenarios that represent typical hypothetical and real distribution decision problems in industrial contexts.Experience from applying the model to such problems has shown, for instance, that depending on the weight of different criteria, very different task distributions will result. This demonstrates, in consequence, the need for systematic multi-criteria task allocation support in global software development.

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Why 'nearshore' means that distance matters

Abstract: The top Indian firms have been expanding their global presence for some years including into nearshore locations.

Cited by 108 publications

References 3 publications

Information systems offshore outsourcing: managerial conclusions from academic research

Information systems offshore outsourcing: managerial conclusions from academic research

Exploring Failures at the Team Level in Offshore-Outsourced Software Development Projects

A multi-criteria distribution model for global software development projects

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