Software Outsourcing Partnership Research Articles

Practitioner’s view of the success factors for software outsourcing partnership formation: an empirical exploration

Practitioner’s view of the success factors for software outsourcing partnership formation: an empirical exploration

A framework for modelling structural association amongst barriers to software outsourcing partnership formation: An interpretive structural modelling approach

AbstractSoftware Outsourcing Partnership (SOP) is considered as a type of risk and reward sharing relationship between a client organisation, in the developed countries, and its overseas vendor organisation. Regardless of numerous benefits, the development of SOP still remnants in its infancy stage due to several interactive barriers. Some studies have been conducted to examine the barriers to SOP formation. However, no attempt has been reported so far to explore the multifaceted interrelationships amongst them. To bridge the gap, this study implements Interpretive Structural Model (ISM) approach to reconnoitre the interrelationships amongst the barriers in the context of SOP formation. The objective of this research paper is to develop a framework for modelling structural association amongst the barriers. To achieve the objective, we used a hybrid methodology based on systematic literature review (SLR), empirical survey, and ISM. Firstly, via SLR study, we identified 27 barriers to SOP formation. Secondly, to empirically explore the interrelationships amongst the identified barriers, a questionnaire survey was performed with 50 experts from a total of 20 different countries. Further, interrelationships amongst the barriers were identified using ISM via panel review, and their classifications were carried out via Cross‐Impact Matrix Multiplication Applied to the Classification Approach.

Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

AbstractSoftware Outsourcing Partnership (SOP) is considered as a kind of risk and reward sharing client‐vendor relationship. Generally, a fruitful outsourcing association might be converted to an outsourcing partnership. The objective of this research is to identify and analyse barriers that are hurdles to vendors in renewing or promoting their ongoing client‐vendor relationship to outsourcing partnership. A questionnaire survey based on the findings of Systematic Literature Review (SLR) was performed with 50 experts. The study identifies five critical barriers such as “insufficient quality of technical capability,” “poor infrastructure,” “poor quality of service,” “communication gap and poor coordination,” and “relational risk.” The results indicate that barriers' insufficient quality of technical capability, poor infrastructure, and poor quality of service were common in four types of experts while insufficient quality of technical capability is common in three levels of experts. Furthermore, barriers were classified based on their criticality from client‐vendor perspective. The results of Spearman correlation test (rs = 0.714 and ρ = 0.000) confirmed that the participant strongly agrees with the outcomes of the SLR. The results suggest that for successful renewal or promotion of their existing outsourcing association, vendor organizations should address all the identified barriers in general and the most common barriers in particular.

Barriers to Software Outsourcing Partnership Formation: An Exploratory Analysis

Software Outsourcing Partnership (SOP) is a type of cooperative client-vendor relationship. SOP is an emerging strategy and is different from ordinary software development outsourcing (SDO). Usually, a fruitful outsourcing association might be converted to an outsourcing partnership. Conversely, SOP is not a risk-free business, numerous barriers associated with SOP. The overarching target of this exploratory paper is to find and analyze a list of barriers that are considered obstacles for vendors in the conversion of their surviving contractual outsourcing relationship to a partnership. Firstly, twenty-six barriers to SOP formation were identified through systematic literature review (SLR) from a sample of 106 papers and then an empirical survey was conducted with fifty experts to analyze the significance and applicability of these barriers in the SOP context. The identified barriers were further analyzed based on five variables such as decades, company size, continents, location of analysis, and perspective of the study. Ten barriers were considered as critical barriers (CBs) via SLR. Industrial experts indicate they extremely agree with five CBs. Eight CBs were equally reported on all continents. We found ten CBs common in all types of organizations. Further, twelve CBs were shared in both decades while ten CBs were found common in both academia and industry. Furthermore, four CBs were specific to clients; five were specific to vendors while ten were common to both. The association of various barriers with SOP formation is found statistically significant for twenty-five barriers with effect size (0.41 <; O <; 0.90, p <; 0.05). Stakeholders in SOP should address all the listed barriers especially the critical ones to attain a partner position.

Practices in Software Outsourcing Partnership: Systematic Literature Review Protocol with Analysis

Practices in Software Outsourcing Partnership: Systematic Literature Review Protocol with Analysis

Fuzzy Multi Attribute Assessment Model for Software Outsourcing Partnership Formation

Building on the preceding studies, this paper aims to extend the latest capability maturity model integration (CMMI)-based organization assessment model to the fuzzy environment. Our approach has overcome the limitations of the preceding CMMI-based models. Our proposed model is based on the multi-attribute decision-making (MADM) approach incorporating the capability of group decision making. The rating of qualitative factors based on crisp values may be insufficient to model the real-world MADM industrial problem. For controlling human subjective vagueness, linguistic variables are translated using the triangular fuzzy number. The proposed model is generalized in order to be easy to adopt by other organizational assessment practitioner and researcher. Other researcher and practitioner can adopt the proposed model procedure and methodology in order to develop their own organizational assessment, capability improvement, and decision-making framework for companies, enterprises, or organization. The proposed model has two working parts. The ranking part of the framework model can be used for ranking the importance of influential factors, while the assessment part of the model can be used as an assessment tool in the SDO organization. Collectively, it might be utilized as a decision support system. A running numerical example of software outsourcing partnership (SOP) formation is presented to validate the proposed model. The ranking part is demonstrated with the help of empirical survey conducted with 35 experts, while the assessment part is demonstrated by conducting two case studies in SDO organization. SDO vendor organization can benefit from the model to gauge their capability toward SOP formation.

Success Factors for Software Outsourcing Partnership Management: An Exploratory Study Using Systematic Literature Review

Software outsourcing partnership (SOP) is a type of cooperative client-vendor relationship for achieving mutually beneficial goals and is totally based on mutual trust and commitment. SOP is an emerging strategy and is different to ordinary software development outsourcing (SDO). Usually, a successful and long-lasting outsourcing association between client and vendor organization might be converted to outsourcing partnership. The overarching target of this exploratory paper is to analyze a list of factors that are considered important for vendors in the renovation of their surviving contractual outsourcing relationship to a partnership. We have executed a systematic literature review (SLR) process. We have performed all the SLR phases, like protocol development, publication collection, publication quality assessment, data generalization, and reporting. We have analyzed the factors found, through SLR, based on different variables such as continents, decades, and study strategy. Some factors like “mutual trust,” “effective communication,” “organizations proximity,” “mutual inter-dependence and shared values,” “3C (coordination, cooperation, and collaboration),” and “quality production” are marked as critical, because these momentously assist vendors in renovation of the standing outsourcing relationship with client into partnership. The factors are correlated to finding any significant relationships among the factors. Vendors should address all the listed success factors, especially the critical success factors in order to attain partner position in SDO. Our outcomes will help practitioners working on outsourcing collaboration in the SDO industry. They can determine from the results of the study where to outsource and which are the emerging trends in software outsourcing.

Software outsourcing partnership model: An evaluation framework for vendor organizations

Software Outsourcing Partnership (SOP) is a new software development paradigm for developing high quality software products. A SOP is different to ordinary software development outsourcing (SDO) relationship. SOP is the enhanced form of conventional outsourcing relationship. The objective of this research paper is to develop a software outsourcing partnership model (SOPM) to identify and analyze factors that are important for vendors in conversion of their existing outsourcing relationship to partnership. We have performed a systematic literature review (SLR) process for the identification of critical success factors (CSFs) from a sample of 111 articles. Further we have categorized the identified CSFs into five partnership levels based on Capability Maturity Model Integration (CMMI) and Software Outsourcing Vendors’ Readiness Model (SOVRM). To validate the SLR findings and to find practices for the identified CSFs a questionnaire survey was conducted in the outsourcing industry in which 35 experts, from 8 different countries participated. Two case studies were conducted for evaluation of the SOPM. In this paper our newly developed model, SOPM, has been presented in detail. SOPM has been built with the intent to assist SDO vendor organizations in measuring their capabilities for successful conversion of their contractual outsourcing relationship to outsourcing partnership.

Software Outsourcing Partnership(SOP): A Systematic Literature Review Protocol with Preliminary Results

CONTXEXT:-Software outsourcing partnership (SOP) is a relationship between client and vendor organizations for shared goals. A SOP is different than ordinary outsourcing contractual relationship. Usually a successful outsourcing relationship may lead to outsourcing partnership. OBJECTIVE:-The objective of this research is to identify factors via systematic literature review (SLR), that are significant to be developed by outsourcing vendor organization which lead them to convert existing outsourcing contractual relationship into outsourcing partnership with client organization. METHOD: -SLR will be used for the aforementioned objective. SLR is based on a structured protocol and is more thorough than ordinary review. EXPECTED OUTCOMES: - We have developed a SLR protocol for the SOP and are in the process of implementing the protocol. The anticipated outcome of this review will be a list of critical success factors (CSFs) and critical risks (CRs) which can have a positive or a negative role in building or converting the existing outsourcing relationship into outsourcing partnership. The ultimate aim of this research is the development of SOP Model.

Systematic Literature Review Protocol for Software Outsourcing Partnership (SOP)

CONTXEXT:-Software outsourcing partnership (SOP) is a relationship between client and vendor organizations for shared goals. A SOP is different than ordinary outsourcing contractual relationship. Usually a successful outsourcing relationship may lead to outsourcing partnership. OBJECTIVE:-The objective of this research is to identify factors via systematic literature review (SLR), that are significant to be developed by outsourcing vendor organization which lead them to convert existing outsourcing contractual relationship into outsourcing partnership with client organization. METHOD: -SLR will be used for the aforementioned objective. SLR is based on a structured protocol and is more thorough than ordinary review. EXPECTED OUTCOMES: - We have developed a SLR protocol for the SOP. The anticipated outcome of this review will be a list of critical success factors (CSFs) and critical risks (CRs) which can have a positive or a negative role in building or converting the existing outsourcing relationship into outsourcing partnership.