1 / 19

Authors: Ji-Ye Mao, Fang Su Reporter: Fang Su

CLIENTS’ INFLUENCE ON IT OUTSOURCING VENDORS’ OPERATIONAL CAPABILITIES: A RELATIONSHIP LEARNING PERSPECTIVE. Authors: Ji-Ye Mao, Fang Su Reporter: Fang Su. Self-introduction. Education background 2011—present: doctoral candidate in Business School of RUC

davis
Download Presentation

Authors: Ji-Ye Mao, Fang Su Reporter: Fang Su

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. CLIENTS’ INFLUENCE ON IT OUTSOURCING VENDORS’ OPERATIONAL CAPABILITIES: A RELATIONSHIP LEARNING PERSPECTIVE Authors: Ji-Ye Mao, Fang Su Reporter: Fang Su

  2. Self-introduction • Education background • 2011—present: doctoral candidate in Business School of RUC • 2009—2011: studied in Business School of RUC and got an master degree • 2003—2007: studied in Normal Capital University • Research fields: • IT outsourcing • Business Intelligence • E-mail: sf.830@163.com

  3. Agenda • Research Topic • What’s New • Research Methodology • Theoretical Perspective • Data Analysis • Results • Contributions

  4. Research Topic • Research topic • China-Japan IT Software Outsourcing • Vendor’s Perspective • Vendor’s Capability Development • Research questions • How various relational activities between different clients and vendors affect the development of vendor capabilities • Why these relational activities could influence?

  5. What’s New • ITO research mainstream • Objects: India-based outsourcing • Perspective: client • Content: why/ what/ how • This research • Objects: China- Japan outsourcing • Perspective: vendor • Content: capability development

  6. What’s New • Vendors’ capability development • Internal mechanism • e.g. Levina and Ross (2003); Jarvenpaa and Mao (2008); Su and Levina (2010), etc. • External influence(client) is also important • Especially in small vendor- large client relationship (Ngugi et al 2010) • We are intent to find how clients influence on vendors’ capability development? And Why.

  7. Research Methodology • Case study • Multiple case study • Data source • 2 vendors (Alpah and Beta) • 4 vendor-client relationships • Alpha-W, Alpha-X, Beta-Y, Beta-Z • Data analysis • Within case analysis • Between case comparation

  8. Theoretical Perspective • Relationship Learning • a joint action between a vendor and a client to improve the efficiency and effectiveness of collaboration • Information and knowledge sharing • Joint sense-making • Knowledge integration

  9. Data Analysis

  10. Data Analysis

  11. Results • Clients’ outsourcing intent and vendors’ operational capability • Compared to clients aiming for operating efficiency, clients seeking tactical support play a more important role in fostering outsourcing vendors’ client-specific capabilities and process capabilities. • Willing to share business knowledge and industry background • Willing to solve operational problems together

  12. Results • Clients’ project management level and vendors’ process capability • Clients with higher project management expertise contribute more to the vendors’ development of process capabilities • by sharing more technical knowledge, and placing more emphasis on quality enhancement activities.

  13. Results • Clients’ outsourcing projects and vendors’ client-specific capability • Clients that outsource projects with higher sustainability and a longer life cycle foster stronger client-specific capabilities in the vendor • by sharing more business knowledge and engaging in more times of joint sense-making.

  14. Contributions • Firstly, we find the clients influence on vendors’ capability development • Secondly, we explain the influence mechanism

  15. Gains in the Summer Camp • Business Intelligence (BI) • BI is a concept which refers to a managerial philosophy and a tool that is used in order to help organisations to manage and refine information • to make more effective business decisions • Dynamic Capability • Sense opportunities • Seize opportunities • Managing threats/ transforming • Continuous alignment and realignment of specific tangible and intangible assets

  16. Gains in the Summer Camp • How BI improve firm performance? • Case study or Survey • Dynamic Capbilities • Sensing • Seizing • Managing BI Firm Performance

  17. Comments & Questions

  18. Thank You

More Related