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Sökning: db:Swepub > Övrigt vetenskapligt/konstnärligt > Mälardalens universitet > Srinivasan Jayakanth

  • Resultat 1-10 av 13
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  • Edoff, Petra, 1984- (författare)
  • Managing offshoring of complex products : Strategy and capabilities
  • 2014
  • Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
    • Offshoring is a hot topic in the industrial and academic community over the last few years, evolving from a focus on manufacturing to product development and R&D. Offshoring refers to the process of sourcing and coordinating tasks across national borders and can include both in-house and outsourced activities performed by a supplier. There is a lot of research guiding the decision of what, where and how to offshore, but research on how to implement offshoring strategies is rare. The purpose of this dissertation is to contribute to the knowledge on how companies deal with offshoring in practice, relating to strategy, planning and routines. It discusses what type of capabilities that is needed to gain the benefits of offshoring implementations.The research builds on case studies from two multinational companies offshoring product development from Sweden to captive and offshore development centres in India and China through a series of interviews, review of business documentation and other types of active engagements over time.This research highlights how the development and implementation of offshoring can be better understood by focusing on the middle management in the organization and how they relate to the top management directives when implementing an offshoring strategy.  The thesis contributes to existing theory by explaining offshoring as a process, situated in a certain context and time. It defines key routines and capabilities needed to facilitate offshoring of complex product systems. Including context, timing and sequence when analysing offshoring help explain why some organizations fail to implement offshoring initiatives.The companies had an iterative learning process to deal with offshoring, and inclusion of all levels in an organization was highlighted as a key success factor for the implementation of offshoring. The results extend current understanding of offshoring of complex products to Asia and provide useful guidelines for managers on the key issues they need to consider. 
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  • Edoff, Petra (författare)
  • Organizational capabilities for managing the offshoring of product development
  • 2011
  • Licentiatavhandling (övrigt vetenskapligt/konstnärligt)abstract
    • Large multinationals must continually innovate to produce products and services that meet the needs of a global market. In order to distribute work across multiple sites, they use techniques such as offshoring and outsourcing. This requires them to address organizational and cultural aspects to coordinate distributed product development activities.  While these techniques have received great interest in business as well as research in recent years, as the latest trend is to send increasingly complex functions such as research, development and engineering (RD&E) overseas. When offshoring involves high value functions, the transitions occur rapidly, and the associated risks and costs of failing increase. In addition to the hidden costs of offshoring and outsourcing, there is a risk of losing core competences over time or spillovers of critical knowledge to competitors in the new market. Despite the criticality of succeeding with their offshoring efforts, little is known considering of how companies handle the process of distributing work globally, and the capabilities they develop to manage offshoring efficiently. The objective of this thesis is to explore the routines and capabilities that organizations´ need to develop to make offshoring an integral part of the management global RD&E.  Two in-depth case studies are used to develop firm specific theories which can inform both the theory and practice of managing offshoring. Case A provides insight into a client-supplier relationship between the Swedish site of a multinational and its Indian service provider. The current challenges identified through the case study are paired with a retrospective analysis of the evolution of the decade-long relationship, to show how the cross-cultural interface has influenced the evolution of the relationship. With the assistance of a literature review, the findings are explained through the theoretical lenses of national culture, organizational culture and contextual factors. Case B provides insight into offshoring management in terms of a product management transfer from a Swedish site to a research center in China of the same multinational. Besides the insights into the transfer of responsibility for a complex product overseas, the case provides the base of an organizational capabilities framework for managing all stages in the offshoring process (decision, transfer, operations and governance stage). Four key capabilities were found to support the management of offshoring, namely; technological skills, process & tools, relationship management and knowledge management.
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  • Lundqvist, Kristina, et al. (författare)
  • Non-Intrusive System-Level Fault Tolerance
  • 2005
  • Ingår i: Lecture Notes in Computer Science, Volume 3555. ; , s. 156-166
  • Konferensbidrag (övrigt vetenskapligt/konstnärligt)
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  • Srinivasan, Jayakanth, 1977- (författare)
  • Exploring the Sources of Enterprise Agility in Software Organizations
  • 2009
  • Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
    • Software is one of the core elements that drive the modern economy, with visible use in areas such as personal computing, telecommunications and banking, and background use in areas such as aircraft traffic management, nuclear power generation, and automotive control systems. Organizations that build software are unique in that they span industrial domains, and at their core of what they do is codifying human knowledge. When we talk about software organizations, we think of organizations that work in the three broad areas of shrink wrapped application software, software-intensive systems, or software services.  By shrink wrapped application software, we refer to the software that one can buy in a retail store for use on his or her computer. Software-intensive systems are part of a larger system such as air traffic management, and software services focus on making software work for other organizations. This thesis uses studies of eight software organizations to understand how these organizations are able to identify changes to their environment, and create the required capabilities to meet those changes – in other words, how these organizations gain enterprise agility. To understand enterprise agility, we ask three simple questions, namely how does the organization improve what it currently does? What does the organization do? and Who does the work that the organization chooses to do? By answering each of these questions in the context of software organizations, we identify the three mechanisms of Software Process Improvement (SPI), Creating Systems of Innovation (CSI), and Leveraging Globally Available Capabilities (LGAC). These three mechanisms are interconnected and interdependent. By creating rich descriptions of how these mechanisms are implemented in the organizations that we studied in the thesis, we are able to build confidence that these mechanisms are an accurate representation of the approaches that organizations use. In addition to identifying the mechanisms, by analyzing across the cases, we identify the four organizational enablers of stakeholder alignment, employee empowerment, group & organizational learning, and governance. Organizations can create enterprise agility by ensuring the presence of the four organizational enablers and leveraging some combination of the three mechanisms. While it is possible for the organization to create enterprise agility in the absence of these mechanisms, we believe that the agility generated is not sustainable. To survive in the tough economic conditions of today, software organizations need to be aware of, and actively manage both the enablers and the mechanisms for sustained success. This thesis is a first step in finding more effective ways to manage software organizations as a whole, rather than as a collection of individual projects. It presents a philosophy of thinking about software organizations that addresses the uniqueness of these organizations while at the same time leveraging best practices and thought leadership from the disciplines of software engineering, quality,  knowledge management, strategy, organizational theory, and stakeholder theory.
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