Sherwat Elwan Ibrahim and Khaled Farouk Mohamed Altahawi
This study aims to investigate the effect of power and dependence as separate constructs on opportunism. Power-dependence studies have been previously used to explain…
Abstract
Purpose
This study aims to investigate the effect of power and dependence as separate constructs on opportunism. Power-dependence studies have been previously used to explain opportunistic behavior in strategic outsourcing relationships. However, there have been no clear distinctions about the separate effects of each regardless of the different theoretical dispositions each construct uses with respect to the dynamics of strategic outsourcing.
Design/methodology/approach
This study used multiple theoretical perspectives to analyze the courses of six dyadic strategic outsourcing relationships from the pharmaceutical industry in Egypt. The study employed an exploratory research approach to retrospectively examine the development of dependency and power-balance variables throughout the pre- and post-contractual phases.
Findings
The paper concludes with a time-phased theoretical framework and a set of propositions that further segment the post-contractual relationship phase. The segmentation allows for better studying the outsourcing phenomenon and differentiates between having power, recognizing power and exercising power.
Research limitations/implications
The paper theorizes that buffering against opportunism requires a certain state of power-balance awareness, as power was found to be dynamic, relative and arguably “perceptual”. This awareness would not be needed if the outsourcing relationship was static, but given the time argument in this study, awareness of the power-balance shifts becomes necessary in managing strategic outsourcing relations.
Practical implications
The comprehensive framework represents a guiding tool for managers who are planning to, or are currently involved in, strategic outsourcing relationships.
Originality/value
This study applied a time dimension to studying opportunism in strategic outsourcing relationships, and used this perspective to examine the length of the period of mutual dependency and power-balance between buyers and suppliers. The notions of power-balance awareness and latent sources of power are introduced.
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Sherwat Elwan Ibrahim and Raghda El Ebrashi
This paper supports the call for using a separate research stream for long-term recovery vs disaster relief in humanitarian studies. The purpose of this paper is to highlight the…
Abstract
Purpose
This paper supports the call for using a separate research stream for long-term recovery vs disaster relief in humanitarian studies. The purpose of this paper is to highlight the thematic shift towards service operations during this developmental phase and explores the role of social entrepreneurial organizations. It builds from the literature on service operations management and social entrepreneurship to promote theory in humanitarian operations management.
Design/methodology/approach
This exploratory study uses literature concepts and field data from multiple development case studies of social entrepreneurial organizations and social enterprises in Africa and the Middle East to analyze service operations.
Findings
Clear contributions to the role of social entrepreneurship in providing humanitarian and development services were identified and categorized according to service operations management stages.
Practical implications
This paper has important practical implications. The positioning of social entrepreneurial organizations as humanitarian service providers would open opportunities for new collaborations between donors and social organizations. Mainstream NGOs dominate the scene of servicing local communities; leaving aside social entrepreneurial organizations with substantial room for innovation that they might bring to the sector. In addition, social entrepreneurial organizations’ ability to build business models and design sustainability and scalability aspects for their operations may bring long-term development to impoverished communities. Global NGOs as well as government actors who carry out the first three stages of humanitarian operations could plan on working with (or even help creating) social entrepreneurial organizations to help with long-term recovery.
Originality/value
This study examines the implications of two bodies of literature; service operations management and social entrepreneurship on humanitarian operations management research. It concludes with a conceptual framework emphasizing the contributions of social entrepreneurship in planning, development, delivery, and distribution of services in the long-term recovery humanitarian and development operations.
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Sherwat Elwan Ibrahim and Olayinka Ogunyemi
The purpose of this paper is to test the effect of supply chain linkages and information sharing on supply chain performance and export performance of textile and clothing (T&C…
Abstract
Purpose
The purpose of this paper is to test the effect of supply chain linkages and information sharing on supply chain performance and export performance of textile and clothing (T&C) firms in Egypt.
Design/methodology/approach
A theoretical framework developed from the literature was suggested and tested using an online survey. The focus of this research is the export side of the T&C industry in Egypt. The sampling frame consisted of 310 T&C exporting firms, from which 63 samples were obtained. Linear regression was used to measure the relationships.
Findings
The results showed upstream (supplier) and downstream (customer) linkages and Information sharing to be positively related to both supply chain performance and export performance. The best predictors of export performance were found to be (in order of decreasing importance): supply chain performance; supplier linkages; and linkages (supplier and customer taken together).
Practical implications
The results of this study give T&C firms in Egypt greater insight on how they may become globally competitive and leverage their proximity to key T&C markets. Egyptian T&C firms should invest in long‐term relationships with their suppliers and invest in business processes that involve their customers and that provide for a higher quality and level of information sharing.
Originality/value
There are no studies that empirically demonstrate how a management paradigm change towards a focus on supply chain management practices influences the performance of the T&C industry in the global market. The paper adds to the literature supporting the positive effect of supply chain management practices on firm performance. Also, new indicators for measuring export performance are suggested and tested.
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Sherwat Elwan Ibrahim and Ahmed Hanafi
This study aims to detect and mitigate opportunistic behavior in call centers through proper performance management and to provide companies considering outsourcing and/or…
Abstract
Purpose
This study aims to detect and mitigate opportunistic behavior in call centers through proper performance management and to provide companies considering outsourcing and/or offshoring their call center services with the important performance factors.
Design/methodology/approach
The study introduces performance management as an important mediating process affecting BPO performance, and presents insights to the performance management of call centers, particularly related to detecting opportunistic behavior. Building from contractual and agency theory, KPI data from two different companies using two different pricing schemes was analyzed. The data represented 107 weeks under each contract type covering specific Service Level Agreement measures.
Findings
The study indicates the importance of having in place a performance management system to manage BPO, and presents the notion of proxies to detect difficult to measure service level performance targets. The study confirms the existence of opportunistic behavior from the vendor side, and offers a structured method to detect and control for opportunistic behavior.
Research limitations/implications
The research is limited to the call center outsourcing in the telecom industry. Price per call (PPC) and price per time (PPT) were the only pricing models studied.
Practical implications
The study supports telecom companies that are interested in outsourcing their call center services with the important factors they need to consider during the outsourcing process, particularly in light of the vendor opportunistic behavior.
Originality/value
The study contributes to the limited literature on performance management in BPO, and offers a structured method to test for the existence of opportunistic behavior.