Hanlie Smuts

Knowledge Asset Management Pertinent to Information Systems Outsourcing

Organisations have over time realised that leveraging their already-accumulated knowledge assets are the most cost effective way to increase their competitive standing and to harness innovation. In choosing to outsource their information systems (IS), they may unintentionally fragment their knowledge assets by missing critical learning opportunities, with a resulting loss of ensuing business gains. Organisations should manage knowledge exploitation effectively, especially in the context of IS outsourcing arrangements, where the planning, management and operation of all or a part of the IS function, are handed over to an independent third party. There is, however, currently a lack of applied research to explain how knowledge asset dynamics happen in organisational value creation mechanisms, especially in the context of IS outsourcing. This paper analyses and describes knowledge asset management relevant in such an IS outsourcing arrangement. By understanding the requirements to manage knowledge assets, an organisation may optimise the relationships among critical knowledge assets as well as the knowledge sharing mechanisms required to meet knowledge demands in the context of IS outsourcing.

Critical success factors for information systems outsourcing management: a software development lifecycle view

Information systems (IS) outsourcing is a serious commitment -- a formal relationship underpinned by a contractual agreement, with long-term consequences among two or more organisations. Many organisations end up frustrated as they learn that their attempts at IS outsourcing have failed. However, some failures could be avoided with knowledge of common pitfalls and critical success factors of such IS outsourcing contracts. This paper investigates essential aspects of IS outsourcing management during the software development life cycle. The survey results are reported in conjunction with findings in the literature of similar studies in other markets, and unique contributors to IS outsourcing in this particular context in the South African corporate market, are identified.

A framework and methodology for knowledge management system implementation

Knowledge assets are of far greater value than any tangible asset and provide organisations with the basis for creating a sustainable competitive advantage. The nature of knowledge and knowledge management have given rise to a range of different definitions of knowledge management systems that enable organisations to convert their knowledge into actionable information that provides them with a competitive edge and innovative capability. Such an implementation process is a comprehensive course of action that requires focus and commitment through-out the organisation in order to achieve results, yet no universally accepted framework or methodology for such a process exists. This paper analyses and describes enhancements to a 12-step process derived by Calabrese and Orlando [6] to implement a knowledge management system aimed at providing a more comprehensive framework and methodology for knowledge management system implementation. These enhancements are based on findings relating to a knowledge management proof of concept implementation conducted at one of the major mobile telecommunication operators in South Africa.

Threats and Opportunities for Information Systems Outsourcing

The outsourcing of information systems has grown as an accepted business trend, with several reasons being cited for considering IS outsourcing. However, there is evidence that IS outsourcing threats may impact negatively on the initial intent to outsource, as well as the success of an IS outsourcing arrangement. Managing successful IS outsourcing relationships is concerned with exploiting outsourcing opportunities and avoiding outsourcing threats. The aim of this paper is to share the findings of a systematic literature review on opportunities and threats pertinent to IS outsourcing. By considering and addressing IS outsourcing threats and opportunities, organisations may realise benefit across the whole IS outsourcing lifecycle in achieving their strategic intent to outsource.

Key characteristics in selecting software tools for knowledge management

The shift to knowledge as the primary source of value results in the new economy being led by those who manage knowledge effectively. Today’s organisations are creating and leveraging knowledge, data and information at an unprecedented pace – a phenomenon that makes the use of technology not an option, but a necessity. Software tools in knowledge management are a collection of technologies and are not necessarily acquired as a single software solution. Furthermore, these knowledge management software tools have the advantage of using the organisation’s existing information technology infrastructure. Organisations and business decision makers spend a great deal of resources and make significant investments in the latest technology, systems and infrastructure to support knowledge management. It is imperative that these investments are validated properly, made wisely and that the most appropriate technologies and software tools are selected or combined to facilitate knowledge management. In this paper, we propose a set of characteristics that should support decision makers in the selection of software tools for knowledge management. These characteristics were derived from both in-depth interviews and existing theory in publications.

Framework for Managing Shared Knowledge in an Information Systems Outsourcing Context

Both information systems IS outsourcing and knowledge management are well-established business phenomena. The integration of shared knowledge in an IS outsourcing arrangement, represents the blending of organisational knowledge with external knowledge sources. In an attempt to provide tactical mechanisms for creating and managing shared knowledge in organisations embarking on IS outsourcing arrangements, this article focuses on the design and application of a knowledge framework for IS outsourcing, with the purpose of guiding organisations in their knowledge exchange planning through concrete mechanisms, practical steps and validation. Key considerations for IS outsourcing is mapped to critical success factors, each associated with a set of knowledge requirements and knowledge flows to support the successful achievement of a specific critical success factor. An associated assessment tool was designed to identify knowledge exchange mechanisms and potential issues and gaps in current or future IS outsource arrangements.

Mapping a design science research cycle to the postgraduate research report

Design science research (DSR) is well-known in different domains, including information systems (IS), for the construction of artefacts. One of the most challenging aspects of IS postgraduate studies (with DSR) is determining the structure of the study and its report, which should reflect all the components necessary to build a convincing argument in support of such a study’s claims or assertions. Analysing several postgraduate IS-DSR reports as examples, this paper presents a mapping between recommendable structures for research reports and the DSR process model of Vaishnavi and Kuechler, which several of our current postgraduate students have found helpful.

Applying the Foundations of Enterprise Systems Engineering in Complex Real-World Environments: Lessons Learnt from Real-World Project Examples

Enterprise systems engineering (ESE) is a multidisciplinary approach that combines traditional systems engineering (TSE) and strategic management to address methods and approaches for aligning system architectures, system development and system implementation with enterprise business rules, enterprise strategic objectives and enterprise capabilities within diverse complex subsystems. ESE therefore refers to TSE at the enterprise level. ESE is a complex approach by itself, but in this paper, we argue and illustrate that value from ESE thinking can be obtained without following the entire ESE set of processes. This paper presents two real-world examples that illustrate the potential value of applying ESE thinking and presents a number of lessons learnt in doing so.

Client-Vendor Knowledge Transfer Mechanisms in the Context of Information Systems Outsourcing

High levels of shared knowledge can positively influence outsourcing performance and the combination of processes designed to transfer explicit and tacit knowledge, has the most influence on the level of shared knowledge. Some organisations are unaware of the volume and value of knowledge it receives from various inter-organisational partnerships. Without appropriate strategies to facilitate the acquisition and assimilation of knowledge received at different points of contact between the client and vendor, the organisation may be unable to derive maximum benefits from such partnerships. However, little research has been done up to date on how organisations deal with managing knowledge in outsourcing situations. In an attempt to quantify knowledge transfer mechanisms, this paper focuses on the management of knowledge in a client-vendor knowledge transfer context. By considering the ways in which knowledge can be created and exploited for inter-organisational client-vendor situations, benefit may be realised across the whole IS outsourcing lifecycle.