By Marko Nöhren, Armin Heinzl, Tommi Kramer (auth.), Ilan Oshri, Julia Kotlarsky, Leslie P. Willcocks (eds.)
This e-book includes thirteen papers from the seventh Workshop on worldwide Sourcing, held in Val d’Isère, France, in the course of March 11–14, 2013, that have been rigorously reviewed and chosen from forty submissions. they're in line with an unlimited empirical base introduced jointly via major researchers in info structures, strategic administration, and operations.
This quantity is meant for college kids, teachers, and practitioners attracted to study effects and reviews on outsourcing and offshoring of data expertise and enterprise strategies. the themes mentioned characterize either patron and provider views on sourcing of worldwide companies, mix theoretical and sensible insights relating to demanding situations that either consumers and proprietors face, and comprise case reviews from buyer and seller organizations.
Read or Download Advances in Global Sourcing. Models, Governance, and Relationships: 7th Global Sourcing Workshop 2013, Val d’Isère, France, March 11-14, 2013, Revised Selected Papers PDF
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Additional info for Advances in Global Sourcing. Models, Governance, and Relationships: 7th Global Sourcing Workshop 2013, Val d’Isère, France, March 11-14, 2013, Revised Selected Papers
In general, it can be said that different definitions share four fundamental traits characterizing standards [33; 35]: - Objective visibility; Shared value within the group of adopters; Public/external recognition from other stakeholders; Immutability over time. Standards may arise unilaterally disseminated by a single agent and accepted passively or can emerge through a competitive process where individuals make their choices. On the basis of the foundation process, David and Greenstein  categorize standards as follows: “(a) unsponsored standards, these being sets of specifications that have no identified originator holding a proprietary interest, nor any subsequent sponsoring agency, but nevertheless exist in a well-documented form in the public domain; (b) sponsored standards, where one or more sponsoring entities holding a direct or indirect proprietary interest - suppliers or users, and private cooperative ventures into which such firms may enter - creates inducements for other firms to adopt particular sets of technical specifications; (c) standards agreements arrived at within, and published by voluntary standards-writing organizations; (d) mandated standards, which are promulgated by governmental agencies that have some regulatory authority” (p.
Kaiser, T. Widjaja, and P. 2 Conflict Similarly to other inter-organizational relationships, there are usually many potentials for conflict in IS outsourcing arrangements due, for example, to goal divergence, technology complexity, incompatibilities and the dynamics of the business environment , , . Actual conflict involves an overall level of disagreement between the exchange partners, often termed “manifest” conflict . Manifest and dysfunctional conflict can be very destructive for a business relationship, and thus, it is advised that such conflict be resolved harmoniously and turned into agreement and consensus .
A dependence asymmetry, influences this mechanism to a great extent, and we will elaborate on the corresponding theoretical hypotheses. Starting with relative dependence, we can state that the greater the dependence asymmetry, the greater the potential is for the stronger party to structure the relationship in its own favor and to capture greater value in the relationship at the expense of the weaker party (“ensuring a bigger share of the pie”) , , . In the case of a more powerful client, the supplier might be pressed to provide a high quality service but at a low price.