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Journal articles on the topic 'Offshore Outsourcing Software Development'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Mishra, Debasisha, and Biswajit Mahanty. "Business knowledge requirements and onsite offshore work division in Indian software outsourcing projects." Strategic Outsourcing: An International Journal 8, no. 1 (2015): 76–101. http://dx.doi.org/10.1108/so-10-2014-0025.

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Purpose – The purpose of the paper is to find out the knowledge requirements and its effect on both onsite and offshore project work division for development, re-engineering and maintenance projects in Indian outsourcing software industry in different phases of software development. Design/methodology/approach – This study employs an expert interview approach in Indian software industry to find out knowledge requirement for project execution and division of work between onsite and offshore locations. The requisite data were collected through expert interviews and direct observations. Findings

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2

Mishra, Debasisha, and Biswajit Mahanty. "Study of maintenance project manpower dynamics in Indian software outsourcing industry." Journal of Global Operations and Strategic Sourcing 12, no. 1 (2019): 62–81. http://dx.doi.org/10.1108/jgoss-02-2018-0009.

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Purpose The paper aims to study manpower dynamics at offshore and onsite location for maintenance project, which are transferred to offshore location in a phase-wise manner. The purpose of the paper is to find good values of onsite–offshore team strength, the number of hours of communication between onsite and offshore teams for smooth transfer of software maintenance project to offshore location. Design/methodology/approach This study uses system dynamics simulation approach to study manpower allocation at onsite and offshore locations to transfer the maintenance work to offshore location in

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3

Feakins, Melanie. "Off and Out: The Spaces for Certification—Offshore Outsourcing in St Petersburg, Russia." Environment and Planning A: Economy and Space 39, no. 8 (2007): 1889–907. http://dx.doi.org/10.1068/a38159.

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The offshore outsourcing of software-production services to places outside of the established networks in well-developed core economies is a dynamic and topical aspect of contemporary reorganizations in the software-development industries. Software production and related information technology services are outsourced to firms offshore or, more specifically, to places where labor skills appropriate to these industries are available at lower costs. Notable offshore destinations include: India, Russia, Ireland, Israel, Romania, and Ukraine, among several others. The offshore outsourcing of softwa

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4

Mishra, Debasisha, and Biswajit Mahanty. "A study of software development project cost, schedule and quality by outsourcing to low cost destination." Journal of Enterprise Information Management 29, no. 3 (2016): 454–78. http://dx.doi.org/10.1108/jeim-08-2014-0080.

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Purpose – The purpose of this paper is to find good values of onsite-offshore team strength; number of hours of communication between business users and onsite team and between onsite and offshore team so as to reduce project cost and improve schedule in a global software development (GSD) environment for software development project. Design/methodology/approach – This study employs system dynamics simulation approach to study software project characteristics in both co-located and distributed development environments. The authors consulted 14 experts from Indian software outsourcing industry

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5

Smith, Michael Alan, Sabyasachi Mitra, and Sridhar Narasimhan. "Offshore outsourcing of software development and maintenance: A framework for issues." Information & Management 31, no. 3 (1996): 165–75. http://dx.doi.org/10.1016/s0378-7206(96)01077-4.

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6

Khan, S. U., M. Niazi, and R. Ahmad. "Empirical investigation of success factors for offshore software development outsourcing vendors." IET Software 6, no. 1 (2012): 1. http://dx.doi.org/10.1049/iet-sen.2010.0038.

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7

Jarvenpaa, Sirkka L., and Ji-Ye Mao. "Operational Capabilities Development in Mediated Offshore Software Services Models." Journal of Information Technology 23, no. 1 (2008): 3–17. http://dx.doi.org/10.1057/palgrave.jit.2000125.

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The paper expands theoretical and empirical understanding of capabilities development in the mediated offshore outsourcing model whereby a small or a medium-sized firm delivers offshore software services to a larger information technology firm that in turn contracts and interfaces with the actual end-client onshore firms. Such a mediated model has received little prior research attention, although it is common particularly among Chinese firms exporting services to Japan, the largest export market for Chinese software services. We conducted case studies in four China-based software companies to

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8

Zatolyuk, Sergiy, and Bridget Allgood. "Evaluating a Country For Offshore Outsourcing: Software Development Providers in the Ukraine." Information Systems Management 21, no. 3 (2004): 28–33. http://dx.doi.org/10.1201/1078/44432.21.3.20040601/82474.5.

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9

Pries-Heje, Jan, Richard Baskerville, and Galina Ianshina Hansen. "Strategy models for enabling offshore outsourcing: Russian short-cycle-time software development." Information Technology for Development 11, no. 1 (2005): 5–30. http://dx.doi.org/10.1002/itdj.20001.

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10

Khan, Siffat Ullah, and Abdul Wahid Khan. "Critical challenges in managing offshore software development outsourcing contract from vendors' perspectives." IET Software 11, no. 1 (2017): 1–11. http://dx.doi.org/10.1049/iet-sen.2015.0080.

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11

Shafiq, Muhammad, Qinghua Zhang, Muhammad Azeem Akbar, Ahmad Alsanad, and Sajjad Mahmood. "Factors influencing the requirements engineering process in offshore software development outsourcing environments." IET Software 14, no. 6 (2020): 623–37. http://dx.doi.org/10.1049/iet-sen.2019.0190.

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12

Ikerionwu, Charles, David Edgar, and Edwin Gray. "The development of service provider’s BPO-IT framework." Business Process Management Journal 23, no. 5 (2017): 897–917. http://dx.doi.org/10.1108/bpmj-10-2015-0146.

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Purpose The decision to operate BPO-IT organisational model by a business process outsourcing (BPO) service provider has far reaching benefits. The purpose of this paper is to develop a service provider’s BPO-IT framework that provides in-house IT function (software) required to process client services. Design/methodology/approach The multi-case study adopted an exploratory sequential mixed method research approach. In the first instance, seven BPO service provider organisations were investigated in the qualitative phase and 156 in the quantitative phase, respectively. Findings The adoption of

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13

Mishra, Debasisha, and Biswajit Mahanty. "The effect of onsite-offshore work division on project cost, schedule, and quality for re-engineering projects in Indian outsourcing software industry." Strategic Outsourcing: An International Journal 7, no. 3 (2014): 198–225. http://dx.doi.org/10.1108/so-06-2014-0010.

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Purpose – The aim of this paper is to make an attempt to find good values of onsite–offshore team strength; number of hours of communication between business users and onsite team and between onsite and offshore team to reduce cost and improve schedule for re-engineering projects in global software development environment. Design/methodology/approach – The system dynamics technique is used for simulation model construction and policy run experimentation. The experts from Indian software outsourcing industry were consulted for model construction, validation and analysis of policy run results in

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14

Khan, Abdul Wahid. "Offshore Software Development Outsourcing Contract from Vendors’ Perspective: A Systematic Literature Review Protocol." IOSR Journal of Computer Engineering 2, no. 4 (2012): 26–37. http://dx.doi.org/10.9790/0661-0242637.

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15

Goyal, Preeti, and Arun Sahay. "Offshore Outsourcing of Business Processes: Understanding IPR Implications." Metamorphosis: A Journal of Management Research 6, no. 2 (2007): 105–14. http://dx.doi.org/10.1177/0972622520070203.

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Business process outsourcing is a multi billion-dollar industry today. Intellectual property becomes important in such arrangements; as such projects may require resources and information to be shared between the client and the service provider. Underlying the availability and application of these resources such as personnel, hardware and software are intellectual property issues, more specifically patents, copyrights, trademarks and trade secrets. These intellectual properties have the potential of providing firms with sustained competitive advantage which, in turn, affect the firm performanc

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16

Prikladnicki, Rafael, and Jorge Luis Nicolas Audy. "Managing Global Software Engineering: A Comparative Analysis of Offshore Outsourcing and the Internal Offshoring of Software Development." Information Systems Management 29, no. 3 (2012): 216–32. http://dx.doi.org/10.1080/10580530.2012.687313.

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17

Mishra, Debasisha. "A study of business knowledge requirements for software projects." Journal of Global Operations and Strategic Sourcing 14, no. 2 (2021): 291–311. http://dx.doi.org/10.1108/jgoss-07-2020-0041.

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Purpose This paper aims to explore the expertise level required in various kinds of business knowledge such as regulatory, domain, strategic, operation process and, business process to execute globally distributed software projects for development, re-engineering and maintenance projects in the Indian outsourcing software industry. Design/methodology/approach This study adopted a questionnaire survey method to collect the expert responses for a knowledge management framework which is suggested in the literature for software development work. The questionnaire survey findings were verified by e

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18

Gopal, Anandasivam, and Balaji R. Koka. "The Role of Contracts on Quality and Returns to Quality in Offshore Software Development Outsourcing." Decision Sciences 41, no. 3 (2010): 491–516. http://dx.doi.org/10.1111/j.1540-5915.2010.00278.x.

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19

Khan, Siffat Ullah, and Muhammad Ilyas Azeem. "Intercultural challenges in offshore software development outsourcing relationships: an exploratory study using a systematic literature review." IET Software 8, no. 4 (2014): 161–73. http://dx.doi.org/10.1049/iet-sen.2013.0012.

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20

Akbar et. al., Muhammad. "Towards the Successful Requirements Change Management in the Domain of Offshore Software Development Outsourcing: Preliminary Results." International Journal of Computing and Digital Systems 8, no. 3 (2019): 205–15. http://dx.doi.org/10.12785/ijcds/080301.

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21

Akbar, Salman. "Portfolio Cost Management in Offshore Software Development Outsourcing Relationships from Vendor’s Perspective: a Systematic Literature Review Protocol." IOSR Journal of Computer Engineering 6, no. 6 (2012): 14–20. http://dx.doi.org/10.9790/0661-0661420.

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22

Khan, Rafiq Ahmad, Mohd Yazid Idris, Siffat Ullah Khan, et al. "An Evaluation Framework for Communication and Coordination Processes in Offshore Software Development Outsourcing Relationship: Using Fuzzy Methods." IEEE Access 7 (2019): 112879–906. http://dx.doi.org/10.1109/access.2019.2924404.

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23

Jabangwe, Ronald, Darja Šmite, and Emil Hessbo. "Distributed software development in an offshore outsourcing project: A case study of source code evolution and quality." Information and Software Technology 72 (April 2016): 125–36. http://dx.doi.org/10.1016/j.infsof.2015.12.005.

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24

Rahman, Hanif Ur, Mushtaq Raza, Palwasha Afsar, Abdullah Alharbi, Sultan Ahmad, and Hashym Alyami. "Multi-Criteria Decision Making Model for Application Maintenance Offshoring Using Analytic Hierarchy Process." Applied Sciences 11, no. 18 (2021): 8550. http://dx.doi.org/10.3390/app11188550.

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The phenomenon of Global Software Development (GSD) has attracted the interest of businesses all over the world. It brings together partners from various national and corporate cultures to develop applications with numerous advantages, including access to a vast labor pool, cost savings, and round the clock growth. GSD, on the other hand, is technologically and organizationally diverse and poses a number of obstacles for the development team, such as geographical distance, cultural differences, communication and language barriers. Global services are provided by selecting one of the suitable g

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25

Betz, Stefanie, Andreas Oberweis, and Rolf Stephan. "Knowledge transfer in offshore outsourcing software development projects: an analysis of the challenges and solutions from German clients." Expert Systems 31, no. 3 (2012): 282–97. http://dx.doi.org/10.1111/exsy.12005.

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26

Khan, Siffat Ullah, Mahmood Niazi, and Rashid Ahmad. "Barriers in the selection of offshore software development outsourcing vendors: An exploratory study using a systematic literature review." Information and Software Technology 53, no. 7 (2011): 693–706. http://dx.doi.org/10.1016/j.infsof.2010.08.003.

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27

Wiederhold, Gio, Amar Gupta, and Erich Neuhold. "Offshoring and Transfer of Intellectual Property." Information Resources Management Journal 23, no. 1 (2010): 74–93. http://dx.doi.org/10.4018/irmj.2010102605.

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Offshore outsourcing of work to support software development and services is seen primarily as a transfer of labor to another shore. But with every outsourced job, intellectual property is transferred as well. Such transfers have significant long term effects on the balance of intellectual property (IP) generation and consumption. The value of intangibles is based on the income that these intangibles are expected to generate in the future. This paper relates the key issues of IP found in software, an important intangible, to business models used for offshoring. The use of a quantitative model

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28

Winkler, Jessica K., Jens Dibbern, and Armin Heinzl. "The impact of cultural differences in offshore outsourcing—Case study results from German–Indian application development projects." Information Systems Frontiers 10, no. 2 (2008): 243–58. http://dx.doi.org/10.1007/s10796-008-9068-5.

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29

Pina, Estelamaris da Costa, and Renata Silva-Mann. "Intellectual property in global software development: risks, laws and strategies in BRICS and Brazil." Research, Society and Development 10, no. 1 (2021): e2410111334. http://dx.doi.org/10.33448/rsd-v10i1.11334.

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The objective of this work was to point out risks, laws, solutions, and strategies for the protection of Intellectual Property in Global Software Development in BRICS and to identify the bottlenecks of this service, with focus in this service in Brazil. The work was carried out in three stages: (a) a literature review was systematized on Global Software Development Offshore Outsourcing (DGSOO); (b) evaluation of legislation of personal data and software protection; (c) survey with specialists of the Information Technology companies in Brazil. Companies that operate offering this service are us

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30

Nakatsu, Robbie T., and Charalambos L. Iacovou. "A comparative study of important risk factors involved in offshore and domestic outsourcing of software development projects: A two-panel Delphi study." Information & Management 46, no. 1 (2009): 57–68. http://dx.doi.org/10.1016/j.im.2008.11.005.

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31

Akbar et. al., Muhammad. "An empirical Study Investigation of Task Allocation Process Barriers in the Context of Offshore Software Development Outsourcing: An Organization Size Based Analysis." International Journal of Computing and Digital Systems 8, no. 4 (2019): 343–50. http://dx.doi.org/10.12785/ijcds/080403.

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32

Akbar et. al., Muhammad. "An empirical Study Investigation of Task Allocation Process Barriers in the Context of Offshore Software Development Outsourcing: An Organization Size Based Analysis." International Journal of Computing and Digital Systems 9, no. 1 (2020): 119–28. http://dx.doi.org/10.12785/ijcds/090112.

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33

Lehdonvirta, Vili, Otto Kässi, Isis Hjorth, Helena Barnard, and Mark Graham. "The Global Platform Economy: A New Offshoring Institution Enabling Emerging-Economy Microproviders." Journal of Management 45, no. 2 (2018): 567–99. http://dx.doi.org/10.1177/0149206318786781.

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Global online platforms match firms with service providers around the world, in services ranging from software development to copywriting and graphic design. Unlike in traditional offshore outsourcing, service providers are predominantly one-person microproviders located in emerging-economy countries not necessarily associated with offshoring and often disadvantaged by negative country images. How do these microproviders survive and thrive? We theorize global platforms through transaction cost economics (TCE), arguing that they are a new technology-enabled offshoring institution that emerges i

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34

Ferguson, Ernest, Clifton Kussmaul, Daniel D. McCracken, and Mary Ann Robbert. "Offshore outsourcing." ACM SIGCSE Bulletin 36, no. 1 (2004): 330–31. http://dx.doi.org/10.1145/1028174.971415.

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35

Huen, Wing, Ernest Ferguson, Peter B. Henderson, and Clifton Kussmaul. "IT offshore outsourcing." ACM SIGCSE Bulletin 37, no. 1 (2005): 258–59. http://dx.doi.org/10.1145/1047124.1047435.

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36

Carmel, Erran, and Brian Nicholson. "Small Firms and Offshore Software Outsourcing." Journal of Global Information Management 13, no. 3 (2005): 33–54. http://dx.doi.org/10.4018/jgim.2005070103.

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37

Hanna, Rosine, and Tugrul U. Daim. "Managing offshore outsourcing in the software industry." Technology Analysis & Strategic Management 21, no. 7 (2009): 881–97. http://dx.doi.org/10.1080/09537320903182363.

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38

Sheng, Zhongqi, Masayuki Nakano, Shingo Kubo, and Hiroshi Tsuji. "Experimental Risk Estimation for Offshore Software Outsourcing." IEEJ Transactions on Electrical and Electronic Engineering 3, no. 3 (2008): 338–44. http://dx.doi.org/10.1002/tee.20276.

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39

Moe, Nils Brede, Darja Šmite, Geir Kjetil Hanssen, and Hamish Barney. "From offshore outsourcing to insourcing and partnerships: four failed outsourcing attempts." Empirical Software Engineering 19, no. 5 (2013): 1225–58. http://dx.doi.org/10.1007/s10664-013-9272-x.

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40

YALAHO, ANICET, and NAZMUN NAHAR. "THE ICT-SUPPORTED UNIFIED PROCESS MODEL OF OFFSHORE OUTSOURCING OF SOFTWARE PRODUCTION: EXPLORATORY EXAMINATION AND VALIDATION." International Journal of Innovation and Technology Management 06, no. 01 (2009): 59–96. http://dx.doi.org/10.1142/s0219877009001546.

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Various important benefits can be achieved through the successful management of offshore outsourcing. Numerous studies exist on outsourcing in general, yet the vast majority of extant literature on offshore outsourcing has dealt with information technology (IT) outsourcing from the client's perspective. Several frameworks, focusing on guiding information systems managers in relation to IT outsourcing, have been developed. However, none of these frameworks attempted to provide a holistic guideline to manage the entire process of offshore outsourcing of software production. There is a significan

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41

Huong, Nguyen Thu, Umemoto Katsuhiro, and Dam Hieu Chi. "Knowledge Transfer in Offshore Outsourcing." Journal of Global Information Management 19, no. 2 (2011): 27–44. http://dx.doi.org/10.4018/jgim.2011040102.

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This paper discusses the knowledge transfer process in offshore outsourcing. The focus is a case study of software offshore outsourcing from Japan to Vietnam. Initial results confirm that willingness to cooperate and good impressions facilitate the knowledge transfer process. In addition, communication barriers, cultural differences, lack of equivalence in individual competence, and lack of common rules slow down the transfer process. The study also identifies the Bridge System Engineer (Bridge SE)-a type of coordinator who mediates and enhances the relationship between Japanese clients and Vi

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42

Aspray, William, A. Frank Mayadas, Moshe Y. Vardi, and Stuart H. Zweben. "educational response to offshore outsourcing." ACM SIGCSE Bulletin 38, no. 1 (2006): 330–31. http://dx.doi.org/10.1145/1124706.1121443.

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43

Qureshi, Sajda. "Offshore outsourcing across the digital divide." Information Technology for Development 11, no. 1 (2005): 1–4. http://dx.doi.org/10.1002/itdj.20000.

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44

Rottman, J. W. "Successfully outsourcing embedded software development." Computer 39, no. 1 (2006): 55–61. http://dx.doi.org/10.1109/mc.2006.33.

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45

Kobitzsch, W., D. Rombach, and R. L. Feldmann. "Outsourcing in India [software development]." IEEE Software 18, no. 2 (2001): 78–86. http://dx.doi.org/10.1109/52.914751.

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46

Kim, Won. "On the Offshore Outsourcing of IT Projects: Status and Issues." Journal of Object Technology 3, no. 3 (2004): 21. http://dx.doi.org/10.5381/jot.2004.3.3.c2.

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47

Kato, Atsushi. "Offshore Outsourcing from Japan: The Strategies of Chinese Software Firms." Journal of Real Options and Strategy 4, no. 1 (2011): 77–100. http://dx.doi.org/10.12949/realopn.4.77.

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48

Cheng, Xusen, Shixuan Fu, and Gert-Jan de Vreede. "Determinants of trust in computer-mediated offshore software-outsourcing collaboration." International Journal of Information Management 57 (April 2021): 102301. http://dx.doi.org/10.1016/j.ijinfomgt.2020.102301.

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Cheng, Xusen, Shixuan Fu, and Gert-Jan de Vreede. "Determinants of trust in computer-mediated offshore software-outsourcing collaboration." International Journal of Information Management 57 (April 2021): 102301. http://dx.doi.org/10.1016/j.ijinfomgt.2020.102301.

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50

Gul Rashid, Amber. "Offshore outsourcing of IT services as new service development." Journal of Organizational Change Management 25, no. 3 (2012): 445–61. http://dx.doi.org/10.1108/09534811211228157.

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