IS discipline in the IT services land : an exploratory study of IS in India

Information Systems (IS) research is characterized by plurality of methodologies, perspectives and contexts giving rise to various communities within the discipline. Studies of IS communities in North America, Europe and Asia-Pacific highlight the cognitive diversity, institutional distribution and research themes based on geography. While regional variations have been acknowledged, the debate on the identity and status of IS is on-going. In this paper we conduct an exploratory study of the IS research paradigm in India and contribute to IS discipline studies by bringing in the India perspective. We analyse the ‘cognitive’ and ‘behavioural’ legitimacy of IS discipline in India based on interviews conducted with Indian business school professors from IS and non-IS disciplines. The focus of the study is to understand the current state of IS research community in India. We find a need to establish a ‘collective identity’ of IS research in India, which will benefit both the Indian and larger IS community to work on unique research possibilities presented by the socioeconomic context of India.

Offshoring of IT services : survey of literature and research agenda

Although international outsourcing or offshoring of information technology services by advanced industrialised countries from less developed countries is a relatively new phenomenon, a plethora of research exists on the subject. And, given the multidisciplinary nature of the subject, the literature on offshoring is often disparate and subject to confusion. This paper surveys the developments in the empirical literature on offshoring over the 1992-2007 period and identifies potential areas for future research. The main findings are that while the intensity of research on the subject has increased rapidly over a short period of time, research efforts to date have focussed mostly on offshoring decision and offshoring management particularly from the perspective of the offshorer. Future research opportunities exist in the area of offshoring strategy and performance relationship, the behaviour and performance of offshore service providers particularly within the context of firms from less developed countries competing globally, and the nature of competition among offshore service providers both within and among countries.

Argentina: recent dynamics in the software and IT services industry

Includes bibliography.

Global HR roles and factors influencing their development:evidence from emerging Indian IT services multinationals

The rapid growth of emerging markets’ multinational companies (MNCs) is a recent phenomenon and, as such, their nature and structure of key management processes, functions, and roles need further examination. While an abundance of low-cost labor is often the starting point of competitive advantage for many of the emerging markets’ MNCs, it is the optimum configuration of people, processes, and technology that defines how they leverage their intangible resources. Based on case studies of four Indian IT services MNCs, involving 51 in-depth interviews of business and human resource (HR) leaders at the corporate and subsidiary levels, we identify five key HR roles—namely, strategic business partner, guardian of culture, builder of global workforce and capabilities, champion of processes, and facilitator of employee development. The analysis also highlights that the HR function in Indian IT service MNCs faces several challenges in consolidating the early gains of internationalization, such as lack of decentralized decision making, developing a global mind-set, localization of the workforce, and developing a global leadership pipeline. Based on our exploratory findings, we propose a framework outlining the global HR roles pursued by emerging IT services MNCs, the factors influencing them, and the challenges facing their HR function for future research.

B2B service brand identity and brand performance:an empirical investigation in the UK’s B2B IT services sector

Purpose – This paper aims to apply the business-to-business (B2B) Service Brand Identity (SBI) scale to empirically assess the influence of service brand identity on brand performance for the first time. Design/methodology/approach – Based on data collected from 421 senior marketing executives, this paper applies the B2B SBI and structural equation modeling to fulfill the above purpose. Findings – Brand personality and human resource initiatives have a positive and significant influence on brand performance. Corporate visual identity, in addition to an employee and client focus, has an insignificant impact on performance. Consistent communications have a negative and significant influence on brand performance. Research limitations/implications – Data were only collected from executives in the UK. This research would benefit from replicative studies. Practical implications – This research empirically establishes the brand management activities that drive brand performance. Originality/value – This is the first empirical study to assess the influence service brand identity has on brand performance.

Minimising risks in IT outsourcing: choosing target services

This paper provides a risk-based framework for deciding on which IT services to outsource and which to keep in-house. This framework considers the probabilities both of negative outcomes, and of failing to achieve positive outcomes. The authors examine the major components of outsourcing risk and their drivers, and from this derive a series of questions decision-makers can ask when deciding what sourcing options to adopt for different services. The framework was developed on the basis of five years of qualitative and quantitative research into the experiences of organizations involved in outsourcing IT.

IT and other training in the always connected era

Abstract Google and YouTube are quickly becoming the training resource of choice for the IT literate, especially in relation to computer based applications. Many businesses are addressing this training issue in a number of ways, some more successful than others. Find out what the IT services at the university are doing to adapt to this change and contribute to the discussion on how the approach could be improved. Before the talk you could have a look at the following; * One service that has been licenced is Lynda http://go.soton.ac.uk/lynda or lynda.com (note you have to enter www.southampton.ac.uk as the organisation if you don’t log in through the go.soton link) * The IT training team publish a portfolio of systems and courses at http://www.southampton.ac.uk/isolutions/computing/training/portfolio/index.php. * More and more internal systems are being supported through online guides such as http://go.soton.ac.uk/bgsg

Issues in IT service-oriented requirements engineering

Corporate information technology (IT) management is increasingly service-oriented, offering continuous evaluation and improvement of application, communication, delivery and support services to internal and external customers. Service-oriented requirements engineering (SoRE) plays a significant role in identifying and specifying service requirements, formally defined through service-level agreements (SLAs). However, the new frameworks and approaches emerging to guide these developments have not yet addressed how requirements for such services can be effectively developed, nor identified the diverse issues involved. We report a case study of a web services team development of requirements for an internal Service Desk service. The study revealed five main issues of concern when developing service provider requirements: service roles, responsibilities and accountability; service performance metrics; resolution of conflicting stakeholder service requirements; customer acceptance of service change; and service provider team structure. This study suggests that in the new IT services era, new techniques and approaches are needed for eliciting and determining provider and customer requirements that involve key stakeholder groups equitably and more closely negotiate the sometimes-conflicting provider and customer needs.

IT outsourcing issues in Singapore : the vendor's perspective

Most studies undertaken in the area of IT outsourcing seem to focus only on the customer’s perspective leaving a gap in knowledge about the vendor’s perspective. This study aims to correct this deficiency by investigating the views of four organisations providing IT services in Singapore, and comparing this to the current literature base of customer views. The findings showed that the vendor’s views about security, contract management and flexibility differed from the customer’s point of view. However, two issues, partnerships and vendor inexperience, seem to match the vendor issues found in this study. Additionally, two approaches were found to be used by vendors in the IT outsourcing activities, multiple-team approach and single-team approach. A multiple–team approach is likely to be used by vendors having a contract-based relationship and single-team approach is likely to be used by vendors having a partnership-based relationship.

Toward successful knowledge transfer in web-based self-service for information technology services

Web-based self-service has emerged as an important strategy for providing pre- and post-sales customer support. Yet, there is a dearth of theoretical or empirical research concerning the organisational, customer-oriented, knowledge-based, and employee-oriented factors that enable web-based self-service systems (WSS) to be successful in a competitive global marketplace. In this paper, we describe and discuss findings from the first phase of a multi-method research study designed to address this literature gap. This study explores critical success factors (CSFs) involved in the transfer of support-oriented knowledge from an information technology (IT) services firm to commercial customers when WSS are employed. Empirical data collected in a CSF study of a large multinational IT services business are used to identify twenty-six critical success factors. The findings indicate that best-in-class IT service providers are aware of a range of critical success factors in the transfer to commercial customers of resolutions and other support-oriented knowledge via WSS. However, such firms remain less certain about what is needed to support customer companies after support-oriented knowledge has initially been transferred to the customer firm.

An overview of IT outsourcing in public secto agenices

For the past 15 years, governments in the developed, Western world have been contracting out, or outsourcing, services as a key part of public sector reforms. Outsourcing has been argued to lead to cost savings, improved discipline, better services, access to scarce skills, and the capacity for managers to focus more time on the core business of their organizations (Domberger, 1998). Government outsourcing initiatives have encompassed a range of services, but given the large sums of money invested in IT assets, the outsourcing of IT services (IT outsourcing, or ITO) has been a major initiative for many agencies. Lacity and Willcocks (1998, p. 3) defined ITO as "handing over to a third party [the] management of IS/IT assets, resources and/or activities for required results." For public-sector outsourcing, this handover is usually made by way of a competitive tender. Case studies have reported ITO successes and failures (e.g., Currie & Willcocks, 1998; Rouse & Corbitt, 2003; Willcocks & Currie, 1997; Willcocks & Lacity, 2001; Willcocks & Kern, 1998), but much of the evidence presented to public-sector decision makers to justify this reform is anecdotal and unsystematic, and when investigated in depth, does not necessarily support widespread conclusions.

A comparative assessment of the information technology services sector in India and China

The purpose of this paper is to assess the nature of competition in the information technology (IT) services sector between India and China. Using primary and secondary data sources, we compare and contrast the strengths and weaknesses of the IT services sector in the two countries along the main dimensions of Porter’s competitive advantage model. The principal findings indicate that the IT services sectors in the two countries are distinctively different, have developed along different paths and are highly complementary to each other. China has a well established hardware sector and its IT services sector focuses mostly on servicing its domestic market. India’s IT services sector is predominantly export orientated with focus on the US and Western European markets. Contrary to popular beliefs, given the complementary characteristics of the IT services sectors in India and China, it is unlikely for the two countries to compete against each other in the near future and greater strategic co-operation between IT service providers in the two countries is a more likely outcome.