Critical success factors for Lean implementation in IT outsourcing relationships

Elicitation of Key Factors to Support Information Technology Outsourcing in Technological Innovation Hubs: Applying a Multicriteria Analytical Framework

This work presents an analytical framework for eliciting key factors for successful relationships between parties in information technology outsourcing (ITO) projects. The proposal was based on a multicriteria analysis to identify key factors within the literature that were essential for the success of projects involving IT outsourcing. Using the multicriteria analysis method PROMETHEE II, the most important key factors were ranked according to the judgment of the managers of the companies in the innovation ecosystem of Alagoas, Brazil. The study was based on thirty-one judgment criteria that, in this case, were formed by the interviewed managers and twenty-one alternatives that were the key factors identified in the literature. This work contributes to composing a reference for the analysis of ITO projects and information governance, informing which factors should be prioritized according to the desired objective of the manager within the project. From the local perspective, the survey pointed to “quality production” as the most important factor, followed by “contract”, “top management engagement”, “risk management”, and “communication” as the most relevant factors for IT outsourcing success in the technological innovation hubs of Alagoas.

The “case to theory transformation method” for initiating is theory: the process and an illustration using is integration following mergers and acquisitions

Purpose

This to show how critical success factors (CSFs) from practitioner-oriented research can be tested and used to generate new theory.

Design/methodology/approach

This paper uses an extended example regarding the integration of IT departments following organizational mergers and acquisitions to illustrate in proof of concept that such practitioner-oriented research can generate new substantive theory and be used to begin a cycle of representation-testing leading to enhancing domain knowledge. The method used consists of the identification of an exemplary practitioner-oriented research article, restatement of CSFs into testable propositions, gathering data through interviews with phenomenon participants, analyzing and interpreting data relative to these CSFs, then presenting the results pertaining to these CSFs and observations from examining them holistically.

Findings

No CSFs were affirmed in all cases, neither were they rejected in all cases. The pattern of answers reveals a significant difference between factors representing general management best practices and technical practices. The higher frequency among management factors shows a relative universality to these items, whereas the technical issues are noted less frequently as they each apply to smaller subsets of all post mergers and acquisitions integrations but remain critical when they do apply. This set of responses suggests that the frequency of responses does not indicate the importance of any given factor across settings.

Research limitations/implications

This study suggests (1) CSFs, while generally helpful, can also be misleading when applied such that, where of potential importance, they can be brought into a theorizing mode for refinement and extraction of additional knowledge; (2) that CSFs can be sorted into those tending toward general management principles that apply most frequently in contrast to those of critical importance but applicable across fewer situations; and (3) that as a proof of concept the case to theory transformation method can work to introduce heuristic knowledge into a process-initiating theorizing, raising prospects for subsequent continued improvement.

Practical implications

Assuming robust reporting of CSFs in well-conducted cases, this study knows that at least in one setting these factors were important in achieving particular results. However, this study does not know, without subsequent testing and theorizing, whether the factor applies across circumstances and whether it requires particular handling (e.g. timing may be critical but relies on varied conditions to indicate when actions need be taken). By theorizing based upon CSFs for important IS phenomena, the authors create a bridge between knowledge as used in practice and the scientific tools for increasing its value over time.

Originality/value

Although the authors know of case and multiple case studies surfacing best practices in post mergers and acquisitions integrations, they know of no broad studies across numerous organizations; they also know of no studies demonstrating the relationship of management and technical CSFs in an IS phenomenon. Further, although there are other techniques advocated for theory initiation and building, the authors know of none that transforms heuristic or anecdotal knowledge for subsequent theorizing and continual improvement at a more detailed level than mid-range theory.

Revisiting critical factors of logistics outsourcing relationship: a multiple-case study approach

Purpose

This paper aims to examine critical factors of successful logistics outsourcing relationship from the perspectives of both LSPs and shippers employing case studies in Singapore and Vietnam as examples of well-established and growing logistics outsourcing markets.

Design/methodology/approach

The case study design is adopted to empirically examine logistics outsourcing practices. Data were collected through in-depth interviews with senior managers from four cases in Singapore and seven cases in Vietnam. These case organisations are engaged comprehensively in logistics outsourcing activities and encompass both international firms that have their local operations and those local firms whose operations expand internationally.

Findings

Results suggest that the success of logistics outsourcing may depend on five strategic factors and five operational factors, with some of them being the same between LSPs and shippers in both countries and in line with the literature. There also seemed to be a difference between logistics outsourcing practitioners in a developed country (Singapore), and those in a developing country (Vietnam), in which factors, i.e. having the right people and management support, business processes integration and cultural intelligence, tend to be emphasised and practised more in the former. A strategy matrix of logistics outsourcing was mapped accordingly.

Research limitations/implications

The generalisation of this study would require further empirical examination from more quantitative research, for example, the use of surveys with shippers who engage with LSPs.

Practical implications

Findings from this research can assist managers in charge of outsourcing to reflect on their practices and devise and implement appropriate strategies for successful logistics outsourcing. Especially for growing logistics outsourcing markets and not-yet-standardised practices like Vietnam, the findings of this research are significant as they provide policy and managerial insights into how logistics outsourcing can be performed successfully. Specifically, adequate guidelines and resources including training relating to strategic factors of logistics outsourcing must be provided.

Originality/value

This research is one of the first studies that categorise success factors of logistics outsourcing into strategic and operational factors and postulates their conceptualisation in a strategy matrix that can be applied in future research.

Success Factors in Sustainable Management of IT Service Projects: Exploratory Factor Analysis

Management of successful IT projects in a sustainable manner is influenced by numerous factors. Organizational awareness of the necessity of engaging all project stakeholders is an important issue that helps in meeting project sustainable development goals. While there are many studies on the success factors of IT software projects, there is still little coherent research on the success factors of IT service projects. The purpose of this article is to contribute in filling this gap by attempting to identify success factors of the IT services project involving both traditional and agile approaches and considering sustainable development, specifically in terms of the stakeholders’ role in project management. We conducted questionnaire-based research involving 155 IT service project managers. The results of the study were subjected to exploratory factor analysis. As a result, we presented and thoroughly formally examined the factorial model of success components in the IT service industry. We distinguished four factors: (1) agile techniques and change management, (2) organization and people, (3) stakeholders and risk analysis, and (4) work environment. The results were compared with analogous studies found in the literature. The research showed that both traditional and agile management approaches coexist, meet sustainable development goals, and are significant for the successful management in IT service projects where all stakeholders play an important role.

Critical success factors for lean six sigma in quality 4.0

Purpose

Critical success factors (CSF) for lean six sigma (LSS) using quality 4.0 are not researched so far. This study aims to bridge this gap. It also validates CSF already identified for LSS under conventional technologies.

Design methodology approach

Empirical research using the questionnaire method is conducted. Construct of the questionnaire is checked using Cronbach’s alpha and responses received are analysed using t-test and exploratory factor analysis.

Findings

In total, 20 factors are evaluated for LSS success. It includes 7 factors related to quality 4.0 technologies and 13 related to the conventional set-up. All 7 quality 4.0 related factors were found critical; whereas, under traditional set-up, 11 factors out of 13 were found critical.

Practical implications

The study will help enterprises in the fast and effective adoption of quality 4.0 and seamless integration with LSS. The post-Covid-19 business scenario is expected to be information technology focussed. The findings of this study will be useful in these circumstances. Consultants and practitioners can prioritise their efforts based on newly identified CSF. The new revelation about CSF for LSS in quality 4.0 enriches theory as well.

Social implications

Developing skills based on newly identified CSF will help people in remaining employable in the era of automation, robotics and artificial intelligence which is otherwise ill-famed for destroying jobs.

Originality value

CSF for LSS using quality 4.0 is a new contribution. It differentiates CSF established earlier for conventional technologies. Moreover, many CSF are common for LSS and industry 4.0, therefore this study will also help in smoother adoption of industry 4.0/quality 4.0 in organisations.