In today’s day and age, start-ups face immense competition to stay updated with the latest trends and to act on them swiftly. A firm that sticks only to an incremental approach to innovation, finds itself in a position of despair against incumbent players in their respective fields. Firms make investments and decisions that could either help propel the company to long-term sustainable growth or result in short-term profit maximisation but long-term deterioration. Existing big players like Google Inc. (now Alphabet Inc.) and Amazon that have enjoyed immense success including unconventional investments in their investment portfolio, that are vastly different to their main business. The large amount of capital and existing internal knowledge base help larger firms pursue such initiatives. To put it concisely, in order to stay competitive, the start-up has to stay updated with current and future trends, widen their customer base and find opportunities to diminish their shortcomings and resource gaps. In the case of an IT consulting start-up, knowledge is a key resource and it’s exploitation is fundamental to the firm’s innovative performance. Firms seek various networking strategies to fill in the gaps in their competencies and resources. While gaining access to knowledge is a task in itself, through research of existing literature we can infer that the internal capability of the start-up is key in absorbing, assimilating, transforming and exploiting the external knowledge received. The relationship between the variables within the boundaries of the firm clearly influence the internal capability of the firm, and analysing this prior to accessing external sources could aid in saving time and money for firms. Using the relationship between the different variables based on our systematic literature review, we created a model to study and assess the internal capability of an IT consulting firm. Using psychometric data collected through questionnaires and tools to measure the variables that impact the Internal R&D team’s capability, the firm could make informed decisions at the Managerial level using the Managerial decision-making tool for R&D outsourcing and Partner selection (Kunttu, 2017).
Al giorno d'oggi, le start-up affrontano un'immensa concorrenza per rimanere aggiornate con le ultime tendenze e agire rapidamente su di esse. Un'azienda che si basa solo ad un approccio incrementale all'innovazione, si trova in una posizione svantaggiata nei confronti degli operatori storici nei rispettivi campi. Le aziende effettuano investimenti e decisioni che potrebbero aiutare a spingere l'azienda verso una crescita sostenibile di lungo termine o portare alla massimizzazione dei profitti nel breve termine ma al deterioramento degli stessi nel lungo termine. Grandi player esistenti come Google Inc. (ora Alphabet Inc.) e Amazon che hanno riscosso un enorme successo, includendo investimenti non convenzionali nel loro portafoglio di investimenti che sono molto diversi dal loro business principale. La grande quantità di capitale e la base di conoscenza interna esistente aiutano le aziende più grandi a perseguire tali iniziative. Sostanzialmente, per rimanere competitiva, una start-up deve rimanere aggiornata con le tendenze attuali e future, ampliare la propria base di clienti e trovare opportunità per ridurre le proprie carenze e le lacune di risorse. Nel caso di una start-up di consulenza informatica, la conoscenza è una risorsa chiave e la sua valorizzazione è fondamentale per la performance innovativa dell'azienda. Le aziende cercano varie strategie di networking per colmare le lacune nelle loro competenze e risorse. Sebbene l'accesso alla conoscenza sia un requisito di per sé, attraverso la ricerca della letteratura esistente possiamo dedurre che la capacità interna della start-up è fondamentale per assorbire, assimilare, trasformare e sfruttare la conoscenza esterna ricevuta. La relazione tra le variabili all'interno dei confini dell'azienda influenza chiaramente la capacità interna dell'azienda e analizzarla prima di accedere a fonti esterne potrebbe aiutare a risparmiare tempo e denaro per le imprese. Utilizzando la relazione tra le diverse variabili in base alla nostra revisione sistematica della letteratura, abbiamo creato un modello per studiare e valutare la capacità interna di una società di consulenza IT. Utilizzando i dati psicometrici raccolti attraverso questionari e strumenti per misurare le variabili che influiscono sulla capacità del team interno di ricerca e sviluppo, l'azienda potrebbe prendere decisioni informate a livello Manageriale utilizzando lo strumento Decisionale Manageriale per l'outsourcing di ricerca e sviluppo e la selezione dei partner (Kunttu, 2017).
Feasibility of an IT consulting start-up to outsource R&D
Alex, Aben Koshy
2020/2021
Abstract
In today’s day and age, start-ups face immense competition to stay updated with the latest trends and to act on them swiftly. A firm that sticks only to an incremental approach to innovation, finds itself in a position of despair against incumbent players in their respective fields. Firms make investments and decisions that could either help propel the company to long-term sustainable growth or result in short-term profit maximisation but long-term deterioration. Existing big players like Google Inc. (now Alphabet Inc.) and Amazon that have enjoyed immense success including unconventional investments in their investment portfolio, that are vastly different to their main business. The large amount of capital and existing internal knowledge base help larger firms pursue such initiatives. To put it concisely, in order to stay competitive, the start-up has to stay updated with current and future trends, widen their customer base and find opportunities to diminish their shortcomings and resource gaps. In the case of an IT consulting start-up, knowledge is a key resource and it’s exploitation is fundamental to the firm’s innovative performance. Firms seek various networking strategies to fill in the gaps in their competencies and resources. While gaining access to knowledge is a task in itself, through research of existing literature we can infer that the internal capability of the start-up is key in absorbing, assimilating, transforming and exploiting the external knowledge received. The relationship between the variables within the boundaries of the firm clearly influence the internal capability of the firm, and analysing this prior to accessing external sources could aid in saving time and money for firms. Using the relationship between the different variables based on our systematic literature review, we created a model to study and assess the internal capability of an IT consulting firm. Using psychometric data collected through questionnaires and tools to measure the variables that impact the Internal R&D team’s capability, the firm could make informed decisions at the Managerial level using the Managerial decision-making tool for R&D outsourcing and Partner selection (Kunttu, 2017).File | Dimensione | Formato | |
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https://hdl.handle.net/10589/177823