Browsing by Author "Raman, R."

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Open Access
A comparative assessment of the information technology services sector in India and China
(Te Herenga Waka—Victoria University of Wellington, 2011) Raman, R.
The purpose of this paper is to assess the nature of competition in the information technology (IT) services sector between India and China. Using primary and secondary data sources, we compare and contrast the strengths and weaknesses of the IT services sector in the two countries along the main dimensions of Porter’s (1990) competitive advantage model. The main findings indicate that the IT services sector in the two countries are distinctively different, have developed along different paths and are highly complementary to each other. China has a well established hardware sector and its IT services sector focuses mostly on servicing its domestic market. India’s IT services sector is predominantly export oriented with focus on the US and Western European markets. Contrary to popular beliefs, given the complementary characteristics of the IT services sectors in India and China, it is unlikely for the two countries to compete against each other in the near future and greater strategic cooperation between IT service providers in the two countries is a more likely outcome.
Open Access
Do outsourcing and non-outsourcing New Zealand SMEs perform and perceive international outsourcing differently?
(Te Herenga Waka—Victoria University of Wellington, 2013) Raman, R.
International outsourcing of goods and services has become an integral part of the value chain of many firms. However, most outsourcing research relates to MNEs, with little emphasis on SMEs. This study aims to address this significant gap in research by focussing on international outsourcing perception and performance differences between outsourcing and non-outsourcing manufacturing SMEs in New Zealand. Based on a sample of 74 New Zealand SMEs within the manufacturing sector, the findings suggest that SMEs engaged in international outsourcing perform significantly better than non-outsourcing SMEs. Both outsourcing and non-outsourcing SMEs have similar perceptions regarding outsourcing challenges. However, the former perceive outsourcing benefits more favourably. The findings are discussed in the light of resource based view and core competency theory of the firm.
Open Access
External knowledge and performance of offshore IT service providers in India: The mediating role of talent management
(Te Herenga Waka—Victoria University of Wellington, 2012) Raman, R.
The global shortage of IT professionals has been identified as one of the most serious threats against the continued growth of Offshore IT service providers (OSPs). As a result, talent management has become a key competitive strategy for OSPs. However, how talent management contributes towards the performance of OSPs remains poorly understood, particularly in relation to its interaction with knowledge. To examine this issue, we draw on a sample of 68 OSPs in India to test the effects of talent management and external knowledge on performance. The results confirm that both external knowledge and talent management are positively related to firm performance and that the latter has strong mediating effects on the relationship between external knowledge and firm performance. The results suggest that OSPs should consider talent management as a mechanism through which knowledge resources can be exploited to enhance firm performance. The managerial implications and limitations of the findings are also discussed.
Open Access
International outsourcing of information technology services : Review and future directions
(Te Herenga Waka—Victoria University of Wellington, 2009) Raman, R.
Purpose - This aim of this paper is to review the development of the empirical literature on international outsourcing of information technology services over the 1992-2007 periods and to identify future research areas. Design/methodology/approach - A sample of 78 empirical academic publications on international outsourcing of IT services conducted between 1992 and 2007 across 46 scholarly journals constitutes the main data for analytical purposes. The sample was compiled following extensive electronic searches of the main academic data bases. After clustering the studies in the sample according to their main research areas, a narrative approach was used to review developments in each cluster and to identify emerging research areas. Findings - Four main areas of research are identified, namely outsourcing decision, outsourcing management, outsourcing outcome and the role of offshore service providers. The review suggests that research efforts to date have been predominantly on outsourcing decision and outsourcing management mostly from the perspective of the client. Future research opportunities exist in the area of outsourcing strategy and performance, the behaviour and performance of offshore service providers particularly within the context of firms from less developed countries competing globally, and the nature of competition among offshore service providers both within and among countries. Originality/value - This is the first review which focuses on empirical studies of outsourcing for IT services. This study identifies several gaps in the literature and points to the need for more research on outsourcing from the perspective of offshore service providers.
Open Access
Managing institutional differences for international outsourcing success : a case study of New Zealand manufacturing SME
(Te Herenga Waka—Victoria University of Wellington, 2015) Raman, R.
Purpose - Most of the research on international outsourcing of value chain activities focuses on larger firms. This study fills an important research gap by exploring how small and medium enterprises (SMEs) manage institutional differences to enhance their international outsourcing success. Design/methodology/approach - The paper uses data from interviews conducted with two managers of a New Zealand apparel manufacturing SME who have over 35 years of combined experience with international outsourcing. The case study SME had both failed and successful experiences in their international outsourcing ventures. Findings are discussed in the context of the extant literature on international outsourcing. Findings - SMEs overcome institutional constraints they face in offshore locations by leveraging from their entrepreneurial skills, learning from failures and using a relational governance mode. This results in these firms achieving performance targets and sustaining long term relationships with suppliers, defined as international outsourcing success in this study. Research limitations/implications - The findings may not be generalised as they are based on a single case study and cover only the client perspective. Practical implications - With the rise of international outsourcing of value chain activities, the findings are useful to SMEs aiming to achieving success in their outsourcing ventures in offshore locations. Originality/value -This study is one of only a few studies investigating SME international outsourcing that examines both failure and success.