Follow-the-Sun is it Really a Strategy from the Perspective of Strategic Management?

• Autorzy: Marcin Serwiński

Warianty tytułu

Follow-the-Sun - czy to na pewno strategia z perspektywy zarządzania strategicznego?

• Języki publikacji: EN

Abstrakty

EN

The article is a response to an issue, raised by Beulen (2012), related to time zone and strategy which have not been fused together in management or the outsourcing literature. "There has been some theoretical thinking on the impact of time zones on scheduling, but not on strategy" (Carmel, 2012, p. 2). The subject of the analysis is the Follow-the-Sun (FTS) strategy, which is the hardest among those taking advantage of time zone differences (cf. (Carmel & Espinosa, 2011, p. 58). The strategy's main objective is to further increase the pace of R&D work by using project teams dispersed in distant time zones and therefore capable of ensuring a 24-hour work cycle without the need to work at night (Serwiński, 2019a, p. 1). In turn, the main goal of the paper is to present a specific proposal for classifying the FTS strategy in strategic management.(original abstract)

Artykuł jest odpowiedzią na problem poruszony przez E. Beulena (2012), dotyczący stref czasowych oraz strategii, które nie zostały połączone w literaturze dotyczącej zarządzania lub outsourcingu. ,,Pojawiły się pewne teoretyczne przemyślenia na temat wpływu stref czasowych na planowanie, ale nie na strategię" (Carmel, 2012, s. 2). Przedmiotem analiz jest strategia Follow-the-Sun (FTS), będąca najtrudniejszą spośród tych, które wykorzystują różnice stref czasowych (por. Carmel & Espinosa, 2011, s. 58). Jej głównym celem jest dalsze zwiększanie tempa prac B+R poprzez wykorzystanie zespołów projektowych rozproszonych w odległych strefach czasowych, zdolnych do zapewnienia 24-godzinnego cyklu pracy bez konieczności wykonywania jej w nocy (Serwiński, 2019a, s. 1). Celem głównym publikacji jest z kolei przedstawienie konkretnej propozycji klasyfikowania strategii FTS w zarządzaniu strategicznym.(abstrakt oryginalny)

Słowa kluczowe

EN

Strategic management; Motorization; Product

PL

Zarządzanie strategiczne; Motoryzacja; Produkt

• Czasopismo: Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu
• Rocznik: 2021
• Numer: nr 2 (65)
• Strony: 138--149

Twórcy

autor

Marcin Serwiński

• Wrocław University of Economics and Business

Bibliografia

• Ansoff, H. I. (1957). Strategies for diversification. Harvard Business Review, (2).
• Beulen, E. (2012). I'm working while they're sleeping: what do we still need to learn about outsourcing across time zones? Strategic Outsourcing and International Journal, 5(1), 89-93.
• Carmel, E. (2012). The past and future of time zone challenges. Strategic Outsourcing: An International Journal, 5(2), 180-183.
• Carmel, E. (2013). Overcoming your time zone challenges. IESE Insight, March. doi: 10.5581/002
• Carmel, E., Dubinsky, Y., & Johnston, J. M. (2008). Follow the sun-workflow in global software de-velopment: Theory, modeling and quasi-experiment to explore its feasibility (Follow the Sun paper for Keystone conference). Retrieved from https://auislandora.wrlc.org/islandora/object/auislandora3A53355/datastream/PDF/view
• Carmel, E., & Espinosa, A. (2011). I'm working while they're sleeping: Time zone separation challenges and solutions. Nedder Stream Press.
• Carmel, E., Espinosa, A., & Dubinsky, Y. (2010). Follow the sun workflow in global software development. Journal of Management Information Systems, 27(1), 17-38.
• Cavallo, R., & Klir, G. J. (1978). A conceptual foundation for systems problem solving. International Journal of Systems Science, 9.
• Chandler, A. D. (1962). Strategy and structure. Cambridge, Mass.: MIT Press.
• Clausewitz, C. (1976). On war. Princeton: Princeton University Press.
• Doma, S., Gottschalk, L., Uehara, T., & Liu, J. (2009). Resource allocation optimization for GSD projects. Computational Science and Its Applications (ICCSA), 5593, 13-28.
• Eisenhardt, K. M., & Sull, D. N. (2001). Strategy as simple rules. Harvard Business Review, 79(1).
• Espinosa, J. A., & Pickering, C. (2006). The effect of time separation on coordination processes and outcomes: A case study (Proceedings of the 39th Hawaii International Conference on System Sciences (HICSS'06), pp. 25-35).
• Feldhusen, J., & Grote, K. H. (2013). Pahl/Beitz Konstruktionslehre (8. Auflage). Springer Vieweg.
• Gierszewska, G., & Romanowska, M. (2017). Analiza strategiczna przedsiębiorstwa. Warszawa: Polskie Wydawnictwo Ekonomiczne.
• Gorton, I., Hawryszkiewycz, I., & Fung, L. (1996). Enabling software shift work with groupware: A case study (Proceedings of the 29th Hawaii International Conference on System Sciences, vol. 3, Collaboration Sys.).
• Gorton, I., & Motwani, S. (1996). Issues in co-operative software engineering using globally distributed teams. Information and Software Technology, 38(10), 647-655.
• Grandori, A., & Soda, G. (1996). Inter-firm networks: Antecedents, mechanisms and forms. Organization Studies, (16/2), 183-214.
• Greiner, L. E. (1972). Evolution and revolution as organizations grow. Harvard Business Review, (4).
• Gupta, A. (2009). The 24-hour knowledge factory: Can it replace the graveyard shift. Computer, 42(1).
• Gupta, A., Bondade, R., & Denny, N. (2008). 24hour knowledge factory: One instance of services computing. Retrieved from https://www.researchgate.net/publication/228217990_24-Hour_Knowledge_Factory_One_Instance_of_Services_Computing
• Gupta, A., Mattarelli, E., Seshasai, S., & Broschak, J. (2009). Use of collaborative technologies and knowledge sharing in co-located and distributed teams: Towards the 24-h knowledge factory. The Journal of Strategic Information Systems, 18, 147-161.
• Gupta, A., & Seshasai, S. (2007). 24-hour knowledge factory: Using Internet technology to leverage spatial and temporal separations. ACM Trans. Internet Technol., 7, 3.
• Hess, E. R., & Audy, J. L. N. (2012). FTSProc: A process to alleviate the challenges of projects that use the follow-the-sun strategy (Proceedings of the 7th International Conference on Global Software Engineering (ICGSE'12), pp. 56-64).
• Imtiaz, S., & Ikram, N. (2016). Dynamics of task allocation in global software development. J. Software. Evolution and Process, 29(1).
• Klir, G. J. (1978). General systems concepts. In R. Trappl (Ed.), Cybernetics: A sourcebook. Washington D.C.: Hemisphere.
• Klir, G. J. (2007). General systems concepts. In R. Trappl (Ed.), Cybernetics, a Source-book. Washington D.C.: Hemisphere .
• Koźmiński, A. K., & Obłój, K. (1989). Zarys teorii równowagi organizacyjnej. Warszawa: PWE.
• Kramer, F., & Kramer, M. (1997). Bausteine der Unternehmensführung. Kundenzufriedenheit und Unternehmenserfolg. Berlin: Springer, Berlin.
• Kroll, J., Prikladnicki, R., Audy, J. L. N., Carmel, E., & Fernandez, J. (2013). A feasibility study of follow-the-sun software development for GSD projects (Proceedings of the International Conference on Software Engineering (SEKE), pp. 196-199).
• Kroll, J., Richardson, I., Prikladnicki, R., & Audy, J. L. N. (2018). Empirical evidence in follow the Sun software development: A systematic mapping study. Information and Software Technology, 93.
• Krupski, R. (red.). (2007). Zarządzanie strategiczne. Koncepcje - metody. Wrocław: Akademia Ekonomiczna we Wrocławiu.
• Krupski, R. (red.). (2010). Zarządzanie strategiczne. Strategie organizacji. Prace Naukowe Wałbrzys-kiej Wyższej Szkoły Zarządzania i Przedsiębiorczości, Seria: Zarządzanie.
• Krupski, R., Niemczyk, J., & Stańczyk-Hugiet, E. (2009). Koncepcje strategii organizacji. Warszawa: PWE.
• Mahmood, S., Anwer, S., Niazi, M., Alshayeb, M., & Richardson I. (2017). Key factors that influence task allocation in global software development. Information and Software Technology, (91), 102-122.
• Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. New York: McGraw-Hill.
• Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy safari. A guided tour through the wilds of strategic management. New York: The Free Press.
• Mintzberg, H., & Waters, J. A. (1985). Of strategies: deliberate and emergent. Strategic Management Journal, (3).
• Neumann, J. von, & Morgenstern, P. (1944). Theory of games and economic behaviour. Princeton: Princeton University Press.
• Niemczyk, J. (2013). Strategia. Od planu do sieci. Wrocław: Wydawnictwo UE we Wrocławiu.
• Obłój, K. (2007, 2014). Strategia organizacji. Warszawa: PWE.
• Penkala, D. (1997). Improving productivity and profitability round the clock. National Productivity Review, CCC 0277-8556/97/1603029-07.
• Porter, M. E. (1980). Competitive strategy - techniques for analysing industries and competitors. New York: The Free Press.
• Porter, M. E. (1985). Competitive advantage - creating and sustaining superior performance. New York: The Free Press.
• Ramesh, V., & Dennis, A. (2002). The object oriented team: Lessons for virtual teams from global software development (Proceedings of the 35th Annual Hawaii International Conference on System Sciences (HICSS'02), vol. 1, p. 18).
• Santos, A. R., Sales, A, & Fernandes, P. (2012). Setting up a stochastic model for teams working in a Follow-the-Sun environment (Proceedings of the 7th International Conference on Global Software Engineering (ICGSE), p. 179).
• Santos, A. R., Sales, A., & Fernandes, P. (2015). Using SAN formalism to evaluate Follow-The-Sun project scenarios. Journal of Systems and Software, 100, 182-194.
• Serwiński, M. (2019a). Identification of the optimal automotive R&D area in the context of implementing of the Follow-the-Sun strategy - empirical study. Research Papers of the Wroclaw University of Economics, 63(7), 286-298.
• Serwiński, M. (2019b). Wykorzystanie stref czasowych we współpracy jednostek R&D sektora automotive. In P. Antonowicz, E. Malinowska, & J. Siciński (red.), Sektorowe uwarunkowania funkcjonowania i rozwoju przedsiębiorstw. Gdańsk: Wydawnictwo Uniwersytetu Gdańskiego.
• Setamanit, S., Wakeland, W., & Raffo, D. (2006). Exploring the impact of task allocation strategies for global software development using simulation (Proceedings (LNCS 3966), pp. 274-285). Berlin, Heidelberg: Springer.
• Setamanit, S., Wakeland, W., & Raffo, D. (2007). Using simulation to evaluate global software development task allocation strategies. Software. Process: Improve. Practice, 12, 491-503.
• Shrivastava, S. V., & Date, H. (2010). Distributed agile software development: A review. Journal of Computer Science and Engineering, 1(1).
• Simon, H. A. (1976). Działanie administracji. Warszawa: PWN.
• Smith, P. G., & Reinersten, D. G. (1991). Developing products in half the time. New York: Van Nostrand Reinhold.
• Steiner, G. A., Miner, J. B., & Gray, E. (1986). Management policy and strategy (3rd ed.) New York: Macmillan Publ.
• Tang, J. C., Zhao, C., Cao, X, & Inkpen, K. (2011). Your time zone or mine?: A study of globally time zone-shifted collaboration (Proceedings of the ACM 2011 Conference on computer Supported Cooperative Work (CSCW '11), pp. 235-244).
• Teece, D., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7).
• Tilles, S. (1963). How to evaluate corporate strategy. Harvard Business Review, July.
• Treinen, J. J., & Miller-Frost, S. L. (2006). Following the Sun: Case studies in global software development. IBM Systems Journal. 45(4).
• Wit, B. de, & Meyer, R. (2007). Synteza strategii. Warszawa: PWE.
• Yap, M. (2005). Follow the Sun: Distributed extreme programming development. (Agile Conference Proceedings, pp. 218-224).

Identyfikatory

DOI

10.15611/pn.2021.2.10