Does Engaging Commercial Customers In A Shared Social Mission Improve Impact Sourcing Service Provider (Issp) Success? A Critically Appraised Topic, Michael F. Corbett

Engaged Management ReView

This topic paper examines whether engaging commercial customers through a shared social mission improves the success of social enterprises. It is based on an examination of a subset of the information technology and business process outsourcing (ITO/BPO) industries, known as impact sourcing service providers (ISSPs). ISSPs are social enterprises – B2R Technologies and Digital Divide Data are two examples – that provide call center, transaction processing, data entry, and other technology-enabled services for commercial customers from remote locations around the globe. What is unique about ISSPs is that they do this with a social mission of creating jobs and economic …

How To Turn Around A Failing Erp Implementation: Project Management Routines As Boundary Objects, Douglas A. Battleson, Lars Mathiassen

Engaged Management ReView

Enterprise Resource Planning (ERP) systems are very challenging and expensive to implement and past research recognizes that these projects continue to suffer from high failure rates. While the factors that contribute to these failures have been extensively examined, we know little about how to turn failing projects around. In response, this research presents a study of a failing ERP implementation project that was successfully turned around over a twelve-month period. Adapting theory of sensemaking through boundary objects, we explain how a new project manager helped the team members share their individual perspectives on the problematic situation and together develop new …

Dynamic Capabilities In Small Service Firms, Gabriel Beltran, Balasubramaniam Ramesh

Engaged Management ReView

ABSTRACT

In constantly shifting service environments managers face the challenge to renew, modify, and reconfigure their firm’s service offerings as to effectively respond to industry turbulence. Dynamic capabilities have been proposed as a primary means by which firms reconfigure their operational processes to generate such new service offerings. While the role of dynamic capabilities in large organizations has been extensively investigated, their role in small organizations has not received much attention. We explore how dynamic capabilities manifest in small service firms and how they use IT capabilities to achieve these capabilities. Using a multi-site case study in four small service …