Successful IT outsourcing : from conceptual to enhanced model
- Authors: Muka, J.P. , Marnewick, C.
- Date: 2018
- Subjects: Build-Operate-Transfer , Cloud outsourcing , Conceptual model
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/276035 , uj:29519 , Citation: Muka, J.P. & Marnewick, C. 2018. Successful IT outsourcing : from conceptual to enhanced model.
- Description: Abstract: Outsourcing is a subject of much attention and controversy in the modern business landscape, due to far-reaching ramifications into matters such as politics, economics, legal, and human resources. Given such wide exposure, ensuring the success of outsourcing projects seems a worthwhile pursuit. This paper presents a study focused on Information Technology (IT) outsourcing, which entails full or partial transfer of ownership of IT-related processes to a vendor, supposedly to achieve business benefits such as cheaper costs, economies of scale, and increased efficiency. This said, can all processes be outsourced? Are some processes meant to be kept in-house? To what extent do the overarching strategies and motivations behind an outsourcing decision influence the outsourcing delivery models and eventually the performance of outsourcing projects? Regardless of the specifics of an outsourcing project, there seems to be a dearth of tried, tested and repeatable blueprints guiding the decision-making throughout the outsourcing journey. The aim of this paper is two-fold: a) Present the finding of a study towards a conceptual model for IT outsourcing; b) Illustrate how a conceptual model can be validated with empirical data, towards an enhanced model; Data was collected from 20 outsourcing professionals via structured questionnaire derived from the conceptual model for successful outsourcing. Data was then analysed through data visualization and findings were contrasted against the initial literature review. Knowledge gaps identified were applied to the conceptual model and the enhanced model was proposed as a result.
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- Authors: Muka, J.P. , Marnewick, C.
- Date: 2018
- Subjects: Build-Operate-Transfer , Cloud outsourcing , Conceptual model
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/276035 , uj:29519 , Citation: Muka, J.P. & Marnewick, C. 2018. Successful IT outsourcing : from conceptual to enhanced model.
- Description: Abstract: Outsourcing is a subject of much attention and controversy in the modern business landscape, due to far-reaching ramifications into matters such as politics, economics, legal, and human resources. Given such wide exposure, ensuring the success of outsourcing projects seems a worthwhile pursuit. This paper presents a study focused on Information Technology (IT) outsourcing, which entails full or partial transfer of ownership of IT-related processes to a vendor, supposedly to achieve business benefits such as cheaper costs, economies of scale, and increased efficiency. This said, can all processes be outsourced? Are some processes meant to be kept in-house? To what extent do the overarching strategies and motivations behind an outsourcing decision influence the outsourcing delivery models and eventually the performance of outsourcing projects? Regardless of the specifics of an outsourcing project, there seems to be a dearth of tried, tested and repeatable blueprints guiding the decision-making throughout the outsourcing journey. The aim of this paper is two-fold: a) Present the finding of a study towards a conceptual model for IT outsourcing; b) Illustrate how a conceptual model can be validated with empirical data, towards an enhanced model; Data was collected from 20 outsourcing professionals via structured questionnaire derived from the conceptual model for successful outsourcing. Data was then analysed through data visualization and findings were contrasted against the initial literature review. Knowledge gaps identified were applied to the conceptual model and the enhanced model was proposed as a result.
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Global IT project performance through effective stakeholder management: a conceptual framework
- Mutakyahwa, A. A., Marnewick, C.
- Authors: Mutakyahwa, A. A. , Marnewick, C.
- Date: 2019
- Subjects: IT project governance , IT global project , Project stakeholder
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/404857 , uj:33971 , Citation: Mutakyahwa, A.A., Marnewick, C. : 2019 : Global IT project performance through effective stakeholder management: a conceptual framework.
- Description: Abstract : Multinational organisations face several challenges during the implementation of projects across country borders. These projects are referred to as global projects and involve various stakeholders with diverse demands and requirements that need to be understood, balanced and managed. Despite challenges in managing stakeholders, global IT projects need to comply with several structures of governance during implementation. The objective of this study is to develop a conceptual framework for improving global IT project performance. The conceptual framework provides insight into how several types of governance through stakeholder management processes enhance global IT project performance. The methodology used was based on a literature review to understand the subject being researched. Through the literature review, the level of governance as well as the impact from a global perspective in managing various stakeholders were evaluated. This paper presents a description of four quadrants that constitute stakeholder management processes. The findings indicate that corporate governance, IT governance and project governance should be implemented along with stakeholder management processes. An understanding of global influencing factors is also required. The proposed conceptual framework indicates the key features associated with global IT project performance in each quadrant.
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- Authors: Mutakyahwa, A. A. , Marnewick, C.
- Date: 2019
- Subjects: IT project governance , IT global project , Project stakeholder
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/404857 , uj:33971 , Citation: Mutakyahwa, A.A., Marnewick, C. : 2019 : Global IT project performance through effective stakeholder management: a conceptual framework.
- Description: Abstract : Multinational organisations face several challenges during the implementation of projects across country borders. These projects are referred to as global projects and involve various stakeholders with diverse demands and requirements that need to be understood, balanced and managed. Despite challenges in managing stakeholders, global IT projects need to comply with several structures of governance during implementation. The objective of this study is to develop a conceptual framework for improving global IT project performance. The conceptual framework provides insight into how several types of governance through stakeholder management processes enhance global IT project performance. The methodology used was based on a literature review to understand the subject being researched. Through the literature review, the level of governance as well as the impact from a global perspective in managing various stakeholders were evaluated. This paper presents a description of four quadrants that constitute stakeholder management processes. The findings indicate that corporate governance, IT governance and project governance should be implemented along with stakeholder management processes. An understanding of global influencing factors is also required. The proposed conceptual framework indicates the key features associated with global IT project performance in each quadrant.
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Virtual team performance factors : a systematic literature review
- Clark, D. A. G., Marnewick, A. L., Marnewick, C.
- Authors: Clark, D. A. G. , Marnewick, A. L. , Marnewick, C.
- Date: 2019
- Subjects: Virtual team , Team performance , Success factor
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/403929 , uj:33865 , Citation: Clark, D.A.G., Marnewick, A.L. & Marnewick, C. 2019. Virtual team performance factors : a systematic literature review.
- Description: Abstract: What constitutes a successful virtual team or not is of great importance considering their widespread use in business. Despite this, the failure rate of virtual teams remains relatively high compared to non-virtual teams. This study conducted a literature review that analysed 135 articles from peer-reviewed English journals. The results were coded into groups of factors and the impact of these groups on performance and their status in literature were determined. It was found that beneficial interpersonal characteristics such as empathy or behavioural flexibility were the most commonly identified positive factors in virtual team performance, followed by trust, and the appropriateness of functionality and richness of communication technology used by the team. The most significant failure factors in virtual teams were found to be the effects of geographic and temporal dispersion, the effects of cultural diversity, and negative leadership qualities such as bias.
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- Authors: Clark, D. A. G. , Marnewick, A. L. , Marnewick, C.
- Date: 2019
- Subjects: Virtual team , Team performance , Success factor
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/403929 , uj:33865 , Citation: Clark, D.A.G., Marnewick, A.L. & Marnewick, C. 2019. Virtual team performance factors : a systematic literature review.
- Description: Abstract: What constitutes a successful virtual team or not is of great importance considering their widespread use in business. Despite this, the failure rate of virtual teams remains relatively high compared to non-virtual teams. This study conducted a literature review that analysed 135 articles from peer-reviewed English journals. The results were coded into groups of factors and the impact of these groups on performance and their status in literature were determined. It was found that beneficial interpersonal characteristics such as empathy or behavioural flexibility were the most commonly identified positive factors in virtual team performance, followed by trust, and the appropriateness of functionality and richness of communication technology used by the team. The most significant failure factors in virtual teams were found to be the effects of geographic and temporal dispersion, the effects of cultural diversity, and negative leadership qualities such as bias.
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