It Offshoring And E_Business Adoption In Iraq: Study From Smes Perspective

The aims of this research were to investigate the factors that influence the IT offshoring approach among the Iraqian SMEs and whether this approach can be considered for the SMEs e_business implementation. SMEs face many issues such as technological, business, economic and cultural nature, while trying to be in an advantage edge or survive at least. Business offshoring is one of the approaches common especially in IT development to assist the enterprises to automate and streamline the business processes. This research applied the quantitative and qualitative approaches when collecting data from the Iraqiann SMEs. SPSS software was used to analyse the collected data.

IT – Offshoring and a Cross National Intra Organizational Community of Practice

This chapter present findings from a case study of IT-offshoring. While current research stress problems related to cultural differences and formal constrains for the development of a cross national community of practice, this chapter develops theory from the perspective of practice based theorizing. Doing so, it describes practices which promote learning across IT programmers in Norway and Vietnam. Furthermore it discusses whether or not this can be described as a community of practice and implications for management.

“You Feel The Threat From Asia”. Onshore Experiences of IT Offshoring To India

This article investigates the experiences of employees and managers in Swedish companies that offshore IT services to India, focusing on how implementation of offshoring is changing the work organization and working conditions for software developers onsite. Our analysis highlights the fact that the working conditions have been significantly redesigned in several different ways because of offshoring, most obviously due to the need for knowledge transfer between the onshore and the offshore working sites. The study illustrates how employees and managers onsite utilized different strategies for knowledge transfer and how these strategies were more or less successful, sometimes due to resistance from employees. The article concludes that, although offshoring contributed to a separation of conception from execution in these companies, there were few signs of routinization of daily work tasks for onsite employees. Instead, it was the routinized and noncore tasks that were offshored while project management tasks were taken over by onsite staff, which meant that they ended up in a superior position vis-à-vis their Indian colleagues as new global hierarchies were created. Power relations at work, both within firms and between firms, are thus brought to light.