of 3 - Center for Global Outsourcings
of 3 - Center for Global Outsourcings
of 3 - Center for Global Outsourcings
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
Table 6. Correlation between cultural confliction and Satisfaction <strong>of</strong> outsourcing<br />
Correlations<br />
Cultural<br />
Confliction<br />
Satisfaction <strong>of</strong><br />
outsourcing<br />
Cultural Confliction Satisfaction <strong>of</strong> outsourcing<br />
Pearson Correlation 1 -.691 **<br />
Sig. (2-tailed) .012<br />
N 75 75<br />
Pearson Correlation -.691** 1<br />
Sig. (2-tailed) .000<br />
N 75 75<br />
**. Correlation is significant at the 0.01 level (2-tailed).<br />
Conclusion<br />
This study shows that in Iranian constructional companies, organizational culture effects on<br />
outsourcing. There is need to mention there is not a meaningful relationship between all 4 types <strong>of</strong><br />
organizational culture together and approach to outsourcing, but each <strong>of</strong> these types separately has<br />
meaningful relationship with approach to outsourcing as we see in table 1.Meanwhile according to<br />
achieved results, if cultural congruence between client and vendor increases, the satisfaction <strong>of</strong><br />
outsourcing in clients companies increase too. Since outsourcing strategy as a supply strategy is<br />
very important in companies, if a company decide to adopt this strategy, it should change those<br />
types <strong>of</strong> organizational culture which effect on outsourcing by the use <strong>of</strong> organizational culture<br />
changing instruments. Since cultural congruence increases satisfaction <strong>of</strong> outsourcing, clients<br />
companies should select vendors companies which have the same culture. These results infer that<br />
organizational culture effects on quantity and quality <strong>of</strong> outsourcing.<br />
References<br />
1. Aron, R., Singh, J.V. (2005). Getting <strong>of</strong>fshoring right. Harvard Business Review December, 135–<br />
143.<br />
2. Holcomb, T.R., Hitt, M.A. (2007). Toward a model <strong>of</strong> strategic outsourcing. Journal <strong>of</strong> Operations<br />
Management 25 (2), 464–481.<br />
3. Deloitte Consulting. (2005). Calling a change in the outsourcing market: The realities <strong>for</strong> the<br />
world's largest organizations. Retrieved July 5, 2008, from<br />
4. Kakabadse, N., & Kakabadse, A. (2000) Outsourcing: A paradigm shift. Journal <strong>of</strong><br />
Management Development, 19(8), 670-728.<br />
5. Shiraqai, ME. (2009). Designing and per<strong>for</strong>ming a new framework <strong>for</strong> outsourcing., master thesis,<br />
Oloom va Fonoon university, Iran.<br />
6. Bellou, V. (2007). Psychological contract assessment after a major organizational change:<br />
The case <strong>of</strong> mergers and acquisitions. Employee Relations, 29(1), 68-88.<br />
7. Lacity, M. and Hirschheim. (1993). In<strong>for</strong>mation systems outsourcing: Myths, metaphors, and<br />
realities. Chichester, New York: Wiley.<br />
8. Enlow, S., & Ertel, D. (2006). Achieving outsourcing success: Effective relationship<br />
management. Compensation and Benefits Review, 38(3), 50-55.<br />
More references will be provided on request.<br />
Tenth Annual International Daejeon, South Korea P a g e | 50<br />
Smart Sourcing Conference June 28-29, 2012
Change language