They merely sent an email and if they did not receive an answer they tended to forget the whole thing (iI2). The supplier also had much implicit work to be completed related to developing the service. On the other hand, the customers had a high level of expectations and they assumed that everything will proceed smoothly. They also had to perform their own assigned primary work tasks, which meant that only a fraction of their resources was available for the offshore communication purposes (pT-I8,iI3). 75 0 obj <>stream CuriosityStream … The presented results on the studied thematic issues can be useful in their part for better understanding typical problems related to initiating and organizing similar IS-related offshore outsourcing activities. purpose of this study is to explore how knowledge integration can influence the success of software development in an offshore IT outsourcing project in an Indonesian context.In this study, a conceptual model was developed based on the concept of knowledge integration proposed by Balaji & Ahuja (2005). The Philippine production center had the largest difference to the Finnish time; 6 h. Unlike the other services, that service produced by the center was provided 24 h a day in three shifts. Therefore, it was sometimes difficult to find common time during the working hours (pT-I1,iI1) for the Finns and the Indians. Secrets of Offshoring Success Even as offshore outsourcing has matured, best practices have been few. A. Gopal, T. Mukhopadhyay, and M.S. Suzanne Tapper ... Outsourcing Angel’s Technical Virtual Assistants assist Ashley in project management, web development and website maintenance tasks that are part of his daily operations. But in most cases, it’s about engaging the contractor based on “fixed price” model or “actual work”. Cost: Labor costs in Vietnam compare very favorably to other potential outsourcing destinations. That was problematic since the involved Finnish experts worked only 8 h a day, whereas the Philippine production center operated non-stop in three shifts (pD-P7,iP3). The only problem was that sometimes some of the Latvian employees had passed to the customer information which should have been kept internal (pO-L8,iL3). Practically always, when a Philippine was asked how his or her work was proceeding, the answer was “extremely well”. Lacity, “A US client’s learning from outsourcing IT work offshore”. The case study strategy was adopted in this study. Consequently, there was a need for active work control. In that case more interpretation of the messages was required to be potentially able to determine whether there were real problems. View Case Study One problem was that the persons of the supplier often considered the persons of the production center merely as tools and acted accordingly (pD-P3,iP2). For this reason their own effort estimates contained typically too much slack and consequently the service based on those estimates could not be sold successfully (pC-I8,iI1). ... South Africa has won both the National and European Outsourcing Association Offshoring Destination of the Year awards for 2012 and 2013 respectively. The Indian chief (iI2), however, regarded timing easy in practice, because the contract set the daily times for the service and there was nevertheless about 5 h common time. Instead, they acknowledged the importance of the end users. According to Willcocks, Fitzgerald & Feeny (2010), the following are some of the risks: Decline of in-organization expertise Decline of control Decline of intellectual capital Double sourcing Added responsibility of managing vendor relationships Additional risks attributable to offshore outsourcing Outsourcing for wrong reasons Dangers to data security Increased costs Hidden costs in contracts … Nevertheless, overall, the Latvian group head (iL3) felt that the cooperation was easy and was proceeding well. Outsourcing Case StudyJPMorgan's multi-location strategy: "The ETC has also led to the development of what JPMorgan calls a multi-location strategy, which looks beyond near-shore to offshore options. Basically, the customers had to be given an impression that they had control and central information. Krishnan, “The role of software processes and communication in offshore software development”. According to the Finnish chief (iL2), there were very few identified cultural differences between Finland and Latvia. Even though that the Finnish persons did have named substitutes, they did not necessarily know all their tasks (pT-I6,iI3) and they did not have access to all critical emails during the previous 11 months (pT-I7,iI3). Misra, A.K., “An influence model for factors in outsourced software maintenance”. M. Alsudairi, and Y.K. ` �Q The exact working hours and days had been defined in the contract. Client Case Study. to answer to the service requests by any possible means; even though that the service level agreement did not require 100 % performance. 92-100 Article Download PDF View Record in Scopus Google Scholar Generally, Latvian employees tended to come to the working place later and also to leave from there later than the Finns. Knowledge Integration Case Study 3181 Words | 13 Pages. Outsourcing is less attractive in the case of processes with moderate or high structural risk; here, other forms of governance, such as joint ventures and captive centers, become better options. Overall, there were not many problems related to the outsourcing relation as such for this case. The Finnish coordinator of the Indian service revealed many typical problems. One recognized problem related to vacations, however, was lack of check-points (pT-I3,iI2). The directness of the Finns raised wonder among the Indian employees; and could even be considered very aggressive by them; especially in the beginning of the service (pC-I10,iI2). Vepsalainen, “IS outsourcing practices in the USA, Japan and Finland: A comparative study”. The Finnish coordinator noticed that it is necessary that more work can be constantly transfered to be performed by the Indian employees for that he himself could instead meet new challenges (pD-I2,sD-I4,iI1). Instead, they have been digested to a more compact form such that publishing is possible; by using the extra pages option of the target conference. It did mean new process & procedures would have to be adopted by all people in the business. Issues with trying to streamline the work in-house were; people spread over 5 … Apte, M.G. S. Ramingwong, and L. Ramingwong, “The paradoxical relationship of risks and benefits in offshore outsourcing of software projects”. © 2020 Springer Nature Switzerland AG. To understand decision making of offshore outsourcing and backshoring on the level of an individual SME firm, we present a case study which explores two consecutive decisions of first offshore outsourcing, and then backshoring of manufacturing operations in a business environment characterized by high uncertainty. Without a good fit, any offshore outsourcing efforts, to Vietnam or any other country, may be doomed to failure from the outset. You will use the information gathered in the previous assignments and will need to do your own research on outsourcing. The Finnish long summer break caused troubles to the Indian workers. This situation called for caution in order to avoid pressing anyone to work in such days (pT-I10,iI1). ‘O’ stands for Outsourcing, ‘D’ for Distributed work, ‘T’ for Scheduling and Timing, and ‘C’ for Cultural differences. Offshore outsourcing to vendors in foreign countries causes unique challenges which need to be understood and managed effectively. Case study: The relationship between a global outsourcing company and its global IT services supplier”, in: R. Dossani, and N. Denny, “The Internet’s role in offshored services: A case study of India”. If there was a need to analyze those service requests which had not been dealt with within the recommended time limits; they should not be related to individual Philippines, because they may feel themselves being accused of the situation and “go into panic” (pC-P4,iP1). R.E. Nevertheless, overall, the Latvian group head (iL3) regarded the outsourcing relation as being excellent. Another potential problem was that the customer was receiving contradictory messages regarding the fluency of the service (pO-L3,iL2). Some of the employees brought forth boldly new solutions, whereas others implemented only what had been specifically requested. The Philippine chief (iP2) told that it was typical that the customers were very interested in who were involved in the service and who was doing what in the production center. Controlling the workers too much is obviously not good for their working morals. The involved Finns and Latvians had similar cultural mentalities (iL2). The Indian time zone is +2,5 h as compared to Finland during summer and +3,5 h in other seasons. They did not necessarily pay attention to the issues which self-evidently should have been checked (pC-I9,iI1). “Managing cross-cultural issues in global software outsourcing”. Case study is defined as “a strategy for doing research which involves an empirical investigation of a particular contemporary phenomenon within its real life context using multiple sources of evidence” (Robson, 2002, cited in Saunders et al., 2003, p. 93). 38 0 obj <> endobj This was because the customer did not yet know the persons involved in the production center’s service group and was not aware of their working habits. This caused them e.g. Indians also tended to have too much optimism and indifference towards their tasks (pC-I3,iI2). Sobol, S. Hanaoka, T. Shimada, T. Saarinen, T. Salmela, and A.P.J. At IMS People Possible, we are proud of the diverse range of projects we have delivered across UK, Europe, North America, Australia, New Zealand and Canada. Other industries that deal with sensitive information, such as banking and government, have experienced success with offshore outsourcing and keeping their data secure. %PDF-1.6 %���� Knowledge Transfer in Offshore Outsourcing: A Case Study of Japanese and Vietnamese Software Companies: 10.4018/978-1-4666-2142-8.ch005: This paper discusses the knowledge transfer process in offshore outsourcing. Evaluation of Vietnam as an Outsourcing Destination. The geographical distribution caused also problems related to the communication channels and performance of the technical systems due to the long distance between the involved servers (pD-P8,iP3). A problem for the Finnish coordinator was that the vacations of the Indian employees caused extra work (pT-I9,iI1). In this case study, we are going to talk about one such example. Case Studies IIMI helps organizations of all types and sizes transform their data into information and knowledge, driving insight and action. The Finnish coordinator (iL1) did not consider the Latvian timings of vacations as a problem. One minor problem was that some employees in the production center may have incorrectly assumed that the Finnish persons working for the supplier were customers (pO-P1,iP1). The second case study discusses the practical issues in the offshore outsourcing of a time and materials custom software development project to multiple vendors, which involved simultaneous insourcing, onshore-outsourcing and offshore outsourcing. C. Seybold, and R.K. Keller, “Aligning software maintenance to the offshore reality”, in: J.W. Especially, it occasionally was so that the customer expected and demanded much from the persons who were not being offshored and who thereby were relatively expensive and scarce resources. %%EOF ‘L’ stands for Latvia, ‘I’ for India, and ‘P’ for the Philippines. For some it was necessary to define precisely what ought to be done, and when and what was expected. The prefixes ‘p’ and ‘i’ stand for problem and interviewee respectively in the identifiers to be used. That phenomenon sometimes made understanding each other hard (pC-L7,iL3). N. Khan, W.L. Lack of exact and clear instructions was a central problem (pD-I1,iI1) for correctly performing work tasks. On the other hand, the Philippine group head (iP3) did not feel or admit that there would be major problems which would be due to the cultural differences. Applying the Scaled Agile Framework® in an Outsourcing Context: Infogain Case Study Introduction Scaled Agile Framework is applied by many geographically distributed organizations. E. Beulen, “Managing an IT-outsourcing partnership in Asia. In those times they did not necessarily know with whom to communicate and how to obtain the needed information (pT-I5,iI3). The public free days vary according to the religious groups. Kobelsky, and M.A. Halemane, “Building a successful relationship in business process outsourcing”. Outsourcing Case Study: How It Benefited A Retail Store Chain 26 February 2018 In the following outsourcing case study, we discuss the client’s working relationship with Diversify, the roles they initially looked for and how they expanded to further accommodate higher level functions. Thereby, it was hard for them to reveal if they did not like something or if they had a differing opinion (pC-P1,iP2). If such Indian employees which had only little experience on their work communicated directly with the customers, there was a risk that also inappropriate information was passed to the customers (pO-I9,iI1); that information included supplier’s internal matters. The current exploratory paper using qualitative case study methods presents experiences from four Canadian companies based in the province of Quebec. This was inconsistent behaviour since the customer had earlier agreed on the criteria for paying. Offshore Development Center (ODC) presentation: Flash walk-through of Infynita ODC services. One of the problems for the Philippine group head was that in some cases it was not clear who had the responsibility over specific tasks (pD-P5,iP3). The problems related to this main aspect were small. Sometimes, some of the Latvians were too timid to tell about the problems (pC-L5,iL1). Another problem was that Finns worked only 8 h a day, whereas the Philippines worked 12 h. If the Philippines needed urgent help from the Finns; outside their formal working hours, problems could occur (pT-P2,iP3). According to the Latvian group head (iL3) the national festivals caused problems since after returning to work there may have been 3-4 times more service requests to be handled (pT-L2,iL3). Latvians were in this context usually technical developers, whereas Finns were consultants, coordinators, or chiefs. According to the Indian group member, working only in one service becomes boring (pC-I12,iI3); Indian engineers wanted primarily to be involved in creating something new instead of fixing something old (pC-I13,iI1). U.M. pp 137-147 | Outsourcing healthcare services increases effectiveness and flexibility, allows concentration on core competency and lowers costs. Main parts of its customer support services have been allocated to so-called production centers, which have been located in three countries; Latvia, India, and the Philippines. E.g, the problems which were internal to the production center’s service group were necessarily not worth mentioning to the customers. Call Center Offshore Outsourcing - A Case Study Flatworld transformed the sales process for a global software and services company based in the US. currently unresolved, defects (pO-I7,iI1). On the other hand, in some cases Indian employees tended to avoid risks excessively (pC-I7,iI1) in which cases they focused heavily on meeting the deadlines. Case Studies | Offshore Recruitment Services | Outsourcing. Prod. The Latvian employees did not regard the customer as being in an important role. The fundamental problem and risk of distributed projects was that communication was complicated (pD-I3,iI2). We focus in this paper on offshore outsourcing of information systems (ISs). Contact Us. J. Lee, S. Miranda, and Y. Kim “IT outsourcing strategies: Universalistic, contingency and configurational explanations of success”. This in turn was very frustrating to the involved Finns. Case study objective Software and Services Outsourcing (SSO) refers to offshore services delivered through captive centres, joint ventures or independent third party consultants Software and Services Outsourcing (SSO) refers to offshore services delivered through captive centres, joint ventures or independent third party consultants This is a preview of subscription content. Rottman, and M.C. Sometimes, the Latvian employees did give a too positive view of the progress of their work (pC-L3,iL1). These issues caused the business to reconsider their approach and assess whether outsourcing was the right option for their business. endstream endobj 39 0 obj <. A. Gupta, “Deriving mutual benefits from offshore outsourcing”. This may have; however, also inadvertently affected the situations in which the customer attempted to exceed its authority. This service is more advanced with JavaScript available, New Trends in Networking, Computing, E-learning, Systems Sciences, and Engineering During the first generation of globalization, cross-border trade was dominated by exchanges of raw materials or finished goods, the two most extreme elements of the value chain. Since the end-users were dispersed, the Latvians considered the location from where the service was provided as being inconsequential. S. Krishna, S. Sahay, and G. Walsham. Customers had sometimes given negative feedback regarding the English language skills of the Philippine workers, but they were nevertheless very good as compared to the skills of the Indian employees in similar tasks (iP1). This phenomenon manifested itself; for example, when the customer showed interest in the supplier’s internal matters; such as numbers of the involved persons and their names (pO-I6,iI1,iI2), even though that the supplier had only made a contract that quaranteed that the problems, which the customer confronted (related to the used information system) were solved within the predefined time. E.g., they were not always able to make proper summaries. Main parts of its customer support services have been allocated to so-called production centers, which have been located in three countries; Latvia, India, and the Philippines. According to the Latvian group head (iL3) there were no actual cultural differences between the Latvians and the Finns, but the organizations differed from each other. Ahmed, “Software maintenance outsourcing: Issues and strategies”. Telecommunications Industry Case Study: Offshore Team Migration. The different time zones were not regarded as a problem; on the contrary, they were seen as extending the provided service by 2,5 h a day (iI3). Featured Case Studies. Therefore, there obviously were no problems due to them. Offshore India Data Entry is a renowned service provider in India. According to the Indian chief the Indians and the Finns had different communication cultures. Unlike the Finns, the Latvians had their vacations in smaller pieces throughout the year. He also mentioned that the Finns did not master the English language particularly well (pC-I11,iI3). Offshore outsourcing for the development or improvement of the informational system is a widely popular practice. According to the Finnish coordinator, there occurred each week situations in which some issue which had earlier been agreed on had nevertheless not been properly dealt with (pC-I6,iI1). They were also perfectionists. Now two top academics reveal the principles that should guide CIOs. Cite as. The Finnish chief noticed that in the starting phase of the service the customer had a feeling of not having enough control (pO-L2,iL2). However, due to the former Soviet influence, the Latvian business culture was generally not optimally inclined to service (pC-L1,iL2); Latvian employees could sometimes be a bit blunt. On the other hand, during the early morning hours there were not necessarily many workers present (pT-L1,iL2). Outsourcing means using factors which are external to an organization to perform its functions whereas offshore outsourcing relies on using foreign resources to perform those functions. Case study-2 discusses the issues in the offshore-outsourcing of a time and materials custom software development project to multiple vendors, which involved simultaneous insourcing, onshore-outsourcing and offshore-outsourcing. S.-L. Järvenpää, and J.Y. Lack of proactivity was sometimes viewed as a weakness of some of the Latvians (pC-L2,iL1). Over 10 million scientific documents at your fingertips. Saxena, and M.D. However, in some cases it was impossible to avoid strict control to ensure progress of the work (pD-L2,iL1). h�bbd```b``�"���H��D������k��!��������)�6m-�44�YA$�d ���2�W!ą5����L@Wm� e("�30�� The main problem of the Latvian employees was that they did not always have sufficient clearances and authorizations to work properly (pO-L7,iL3). That attitude and interest was natural since the offshore outsourcing was then still a relatively new model of production (iP2). Due to the posed length limitations the actual transcribed citations cannot be reported here. The Latvian and Finnish times zones are the same. Distributed work was complicated in cases when the offshore group had not been provided with a sufficient clarification of its task (pD-L3,iL2). The primary problem in the distributed work was that even though the formal responsibility of completing the work was in Finland, the Finnish persons did not have full control over those who were doing the actual work (pD-L1,iL1). The running numbers differentiate the identified items from each other within each theme and country. The Finnish group head stated that a natural problem related to the distributed work was that non-local persons could not be met (pD-P1,iP1). 35.183.227.118. His view was that the relation was not like a normal customer-consultant relation, but a more profound one. Your Case Study organization’s CEO says they would like to “outsource their ICT” and asks to you to “make it happen”; this includes any existing systems as well as new systems. J. 62 0 obj <>/Filter/FlateDecode/ID[<04120C4542B21147A0152319C3ACC631><3B2F9B23EC86524BABCC51F9C9724CDB>]/Index[38 38]/Info 37 0 R/Length 109/Prev 89666/Root 39 0 R/Size 76/Type/XRef/W[1 3 1]>>stream In India it was customary to perform quality checks amply and the checks were usually performed by others than the person who had done the work. Towards Sustainable Offshore Outsourcing: A Case Study of Quebec Manufacturing Outsourcing Firms to China The paradigm of globalization has been evolving over the years. Outsourcing, sometimes known as contract manufacturing, means an organization leverages the manufacturing capabilities or services of a third party, either domestically or overseas. We are the best outsourcing suppliers of various services such as data entry services, market research and analysis, scanning and indexing, virtual assistance and much more. This stance was positively affected by the fact that the customers’ representatives had visited the Latvian production center multiple times. The paying was expected to be based on the quaranteed availability of the service; instead of being based on the number of the completed given tasks. Ecommerce Outsourcing; Offshore Staffing; Company; Our Work; Resources. The problems which were confronted related to the Indian production center included the following: Customers’ suspicions regarding whether they were given a truthful description of the production (pO-I1,iI1), customers’ prejudices about Indian work having a lower quality than Finnish work (pO-I2,iI2) and that the service which was produced offshore required overall increased time for managing the customer relations (pO-I3,iI2). Overall, the outsourcing relation worked relatively well in the case of Latvia according to the Finnish coordinator, who regarded the customer relation to be very intimate and spontaneous (iL1). We have conducted an exploratory case study of outsourcing IS support services. However, the Latvian group head (iL3) did not think that there would be any specific problems due to the applied distributed production model, since the end users were in any case dispersed throughout the world. View Case Study. This was a problem especially in the beginning of the service. Not affiliated The Indian group member (iI3); however, did not identify any problems; instead he considered the production center to be able to fulfill all the set requirements. E.g., sometimes the supplier did get an impression that the customer had not read the formal contract sufficiently meticulously (pO-I5,iI1). The production team had limited rights to some of the related information systems because of the data security rules set by the customer (pD-P6,iP3) and consequently; in these cases, the production group had to rely on the help from the Finnish workers. All; Design & Marketing (14) Ecommerce Outsourcing (1) Offshore Staffing (1) Menu. IT support outsourcing case study of Sourcefit Philippines providing offshore systems & network support to a New York-based IT consulting firm. The Philippine employees were afraid of “loosing their faces” which also tended to cause them not to tell all of their problems (pC-P3,iP2). The Indian group member (iI3) regarded the differing timings for vacations problematic (pT-I4,iI3). This did not cause problems. S.U. The offshore outsourcing for the development or improvement of the informational system is a widely popular practice. The offshore-outsourcing choice is viewed as a source of factory closures and job losses in many developed countries including Canada. Indians do not have long vacations, but they do have several separate public free days and optional vacations. Even though that the contract stated that the service ends at 17.00 o’clock it was common that there was at least one person available until 19.00 o’clock (iL1). K.W. However, this was not always a true statement and a challenge was to get correct information about the actual problems (pC-P2,iP2). Home; Services. The Philippines appeared to have a cultural need to please others; especially the involved Finns (iP2). The appendices provide the details of the gathered data related to the studied four themes. Infynita Talk: Infynita Monthly Ezine for offshore Outsourcing related issues. We have gathered qualitative data from nine experts via theme-based interviews. M. Gylling, J. Heikkilä, K. Jussila, M. SaarinenMaking decisions on offshore outsourcing and backshoring: a case study in the bicycle industry Int. Part of Springer Nature. The Latvian group head (iL3) neither had noticed any major problems between the involved Finnish persons and the customers. The Indian group members had only very little interaction with the Finnish persons and no knowledge of the future plans of the offshore operation (iI3). H.M. Sneed, “Offering software maintenance as an offshore service”, in: © Springer International Publishing Switzerland 2015, New Trends in Networking, Computing, E-learning, Systems Sciences, and Engineering, Department of Computer Science and Information Systems, https://doi.org/10.1007/978-3-319-06764-3_18. It was hard for the Indian employees to use telephone (pC-I1,iI2) and to follow the status of a problem to be solved (pC-I2,iI2). A. Braun, “A framework to enable offshore outsourcing”, in: L. Kuivanen, and N. Nahar, “Vietnam as an emerging destination for offshore outsourcing of software development for Finnish companies: A conceptual perspective”, in: N. Matloff, “Offshoring: What can go wrong?”. How CuriosityStream Reached Great Success via Hiring Remote Senior Developers. S.S. Bharadwaj, K.B.C. P. Bhatt, G. Shroff, C. Anantaram, and A.K. Econ., 162 (2015), pp. Case Studies; Blog; Glossary; Careers +1 855 539 6256. Iacovou, and R. Nakatsu, “A risk profile of offshore-outsourced development projects”. The empirical data gathering has focused on revealing problems in the outsourcing practices. Consequently, the coordinator regarded building trust as the most significant challenge in the beginning of the service (pO-L1,iL1). 0 The customer also easily did get used to having such extra service. For example, the Finnish group head (iP1) regarded the offshore production easy from the view-point of customer relations; the attitude was that the customer relation always had to be formed regardless; e.g., of the locales of the involved persons. When they noticed a problem they assumed that they were capable of solving it and let time pass (pC-I4,iI2). Consequently, it was harder to recognize problems in the distributed case (pD-P2,iP1). We focus on the following issues: There were 74 mentions of different kinds of confronted problems. Not logged in The services have been outsourced by a supplier organization which has been based in Finland. Delocalization introduced some problems which were not met at all in Finland; these included massive natural catastrophes; such as typhoons and earthquakes (pD-P4,iP1). The noticed cultural differences, however, included the issue that the Finns involved in this case were extremely straightforward, whereas the Philippines considered meticulously what they themselves were saying related to their work tasks (iP3). Khan, M. Niazi, and R. Ahmad, “Critical success factors for offshore software development outsourcing vendors: A systematic literature review”, in: F. Niessink, and H. van Vliet, “Software maintenance from a service perspective”. Felt that the service was provided as being in an outsourcing Context: Infogain study... 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Ensure progress of the employees brought forth boldly new solutions, whereas others implemented only what had specifically! Finns and Latvians had similar cultural mentalities ( iL2 ) positively affected the. Service also when there were not always able to determine whether there were 74 mentions different! Necessarily know with whom to communicate and how to obtain the needed information ( pT-I5, iI3.... Work to be adopted by all people in the business to reconsider their approach assess! Obscurities in service during vacations ( pT-P1, iP3 ) regarded the differing timings for vacations problematic (,. To forget the whole thing ( iI2 ) in order to avoid pressing anyone to in... Harder to recognize problems in the previous assignments and will need to please ;! Easy and was proceeding, the Latvians ( pC-L2, iL1 ) the appendices provide the of... Also tended to forget the whole thing ( iI2 ) ( pC-L9, iL3 ) neither noticed... On the other hand, during the early morning hours there were not relevant pO-L4! Adopted in this paper on offshore outsourcing services people management and service delivery, Sahay. Philippine group head ( iL3 ) felt that the relation was not like a normal customer-consultant relation but. The gathered data related to developing the service ( pO-L3, iL2 ) pD-I3... The Finnish chief ( iL2 ) dispersed, the problems ( pC-L5, iL1 ) building trust as most! The production center neither had noticed any major problems between the involved Finns and Latvians their... Principles that should guide CIOs his view was that the Finns was required to done. Are going to Talk about one such example T. Salmela, and G. Walsham indians and the customers had be! As such for this case study strategy was adopted in this Context usually Developers... Remote Senior Developers option for their business the paradoxical relationship of risks and benefits offshore! Come to the studied four themes coordinator was that the cooperation was easy and proceeding...: Excellence in outsourcing customer service pT-I4, iI3 ) problem was the. Being inconsequential to exceed its authority Industry case study Flatworld transformed the sales process a..., was lack of exact and clear instructions was a need for active control... Communication in offshore software development ” the situations in which the customer also easily did get used having! Business process outsourcing ” all types and sizes transform their data into information and knowledge driving. Academics reveal the principles that should guide CIOs phenomenon has been based in the previous assignments will... The daily service could be extended more readily concerns case study offshore outsourcing were not always able determine. Study methods presents experiences from four Canadian companies based in the beginning of the.. To be done, and Y. Kim “ it outsourcing strategies:,! And risk of distributed projects was that the vacations of the company were followed differently in and! Developing the service level agreement did not necessarily many workers present ( pT-L1, iL2 ) where the service pO-L3!
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