Saeed Roshandel; Mohammad Hossien Karimi Govareshaki; Morteza Abbasi
Volume 27, Issue 2 , July 2024, , Pages 72-94
Abstract
Outsourcing has been the most common method of cooperation. Today, issues such as increased competition, limited resources, technological complications, uncertainty about the future and increased costs have caused organizations to reconsider their management model and turn to new strategies. In such ...
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Outsourcing has been the most common method of cooperation. Today, issues such as increased competition, limited resources, technological complications, uncertainty about the future and increased costs have caused organizations to reconsider their management model and turn to new strategies. In such a situation, strategic alliances can replace outsourcing. The purpose of this article is to design a model to evaluate the current state of an outsourcing and to investigate the possibility of developing it into a strategic alliance. For this purpose, in this research, by studying the literature on the subject, examining examples of strategic alliances and also interviewing experts, a list of effective criteria on the formation of a strategic alliance was prepared and categorized into 6 dimensions. Then, using the content validity ratio method, unnecessary criteria were identified in this list. After that, using fuzzy data envelopment analysis without explicit input method, the best combination of weights for essential criteria was obtained. In the next step, by specifying the minimum values for the formation of a strategic alliance for each of the criteria and dimensions of the model, it is possible to compare the current state of the contractor with the minimum value necessary for the formation of a strategic alliance. Results indicates that through this comparison, organizations can identify their weak points in order to become a strategic ally and plan to improve these criteria and, as a result, succeed in developing strategic allies.
Nyma Lotfi Foroushani; Meisam Rajabi Nahooji; Ali Rezaeian; Hamidreza Fartookzadeh
Volume 18, Issue 2 , July 2014, , Pages 55-84
Abstract
There are too many different reasons for organizational project failures. Non-supportive management, internal resistance, and situational changes can be mentioned as some of the most important reasons. In formation sciences (IS) projects follow the same rules. Because of their considerable effect ...
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There are too many different reasons for organizational project failures. Non-supportive management, internal resistance, and situational changes can be mentioned as some of the most important reasons. In formation sciences (IS) projects follow the same rules. Because of their considerable effect on the quality and quantity of organizational output, this article tries to propose some solutions to minimize the probability of such failures in Iranian organizations. Informatics Services Corporation (ISC) as the largest e-banking company in Iran has been chosen as the case of study. Vensim software (Version 9) was applied to simulate the real situation available in ISC. By testing different solutions, it was conducted that the most effective ones are: continuous training, establishing sustainable management systems via process clarification and procedure deployment, helping to ameliorate contactors' financial condition, and clear written contractual relations instead of verbal agreements in all phases of the projects. The major advantage of this article is its concentration on project gap.
fatemeh mojibian; Emad Roghanian
Volume 18, Issue 2 , July 2014, , Pages 85-106
Abstract
Nowadays, in most of the organizations such as project-based organizations, outsourcing the projects and transferring the activities are followed by concentrating in core capabilities, reducing size, achieving the best performance, and controlling and transparency of costs. Since each of the outsourcing ...
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Nowadays, in most of the organizations such as project-based organizations, outsourcing the projects and transferring the activities are followed by concentrating in core capabilities, reducing size, achieving the best performance, and controlling and transparency of costs. Since each of the outsourcing projects commits the responsibility of performing each part of the project activities to a contractor for a specific period of time and determined costs, this outsourcing process is it self considered as a project. Therefore, despite its numerous advantages, in some situations, it fails, and the most important reason for this failure is lack of using appropriate methods and techniques of management in risk assessment. As a result, the purpose of this paper is presenting a risk assessment model in outsourcing process using the analytic hierarchy process and PROMETHEE methods in fuzzy environment.
