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首页> 外文会议>IFIP(International Federation for Information Processing) TC8 WG8.2 International Working Conference; 20080810-13; Toronto(CA) >HOW INFORMATION SYSTEMS PROVIDERS DEVELOP AND MANAGE EXPERTISE AND LEVERAGE THEIR CLIENT RELATIONSHIPS FOR COMPETITIVE ADVANTAGE
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HOW INFORMATION SYSTEMS PROVIDERS DEVELOP AND MANAGE EXPERTISE AND LEVERAGE THEIR CLIENT RELATIONSHIPS FOR COMPETITIVE ADVANTAGE

机译：信息系统提供商如何开发和管理专业知识并利用其客户关系来获得竞争优势

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摘要

Information technology vendors are continuously growing into global service providers. To reap the benefits of the changing global economy and gain a competitive advantage, providers need to see their client relationships as strategic assets and leverage them for expertise development and knowledge integration. How do IS service providers absorb knowledge from client relationships over multiple projects at multiple levels? How do IS service providers transfer and disseminate knowledge internally at and across multiple levels and integrate it to generate value-creating competencies? These questions are investigated in a longitudinal qualitative study employing interpretive case-study methods. The case included in the analysis is a 4-year IS outsourcing project between a large European bank and one of the largest Asian service providers. Services were delivered through a global virtual team, including offshore and onshore locations, and a particular strategy was employed to transfer knowledge cross-functionally, integrate this knowledge internally within the organization, and utilize it effectively in the global service delivery system. However, our initial analysis of the first interviews reveals that there was a discrepancy between the expected and actual performance of the service provider. Accordingly, the knowledge transfer and management processes need to be analyzed in more detail. With this research study, we aim at contributing to the domain of IS offshore outsourcing and services science as well as to the theory on vendor capabilities and knowledge management.
机译：信息技术供应商正在不断成长为全球服务提供商。为了从不断变化的全球经济中获得收益并获得竞争优势，提供商需要将其客户关系视为战略资产，并利用它们进行专业知识开发和知识整合。 IS服务提供商如何从多个级别的多个项目的客户关系中吸收知识？服务提供商如何在内部以及跨多个级别内部传播和传播知识，并将其整合以产生创造价值的能力？在采用定性案例研究方法的纵向定性研究中，对这些问题进行了调查。分析中涉及的案例是一家大型欧洲银行与最大的亚洲服务提供商之一之间为期4年的IS外包项目。服务是通过全球虚拟团队（包括离岸和陆上地点）交付的，并且采用了一种特殊的策略来跨职能转移知识，在组织内部整合这些知识并在全球服务交付系统中有效利用它。但是，我们对首次采访的初步分析表明，服务提供商的预期绩效与实际绩效之间存在差异。因此，需要更详细地分析知识转移和管理过程。通过这项研究，我们旨在为IS离岸外包和服务科学领域以及供应商能力和知识管理理论做出贡献。

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