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Individual activities within IT consultancy firms: How the individual efficiency within IT consultancy firms could be increased by improving individual  activities
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
2016 (English)Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesisAlternative title
Individuella  aktiviteter inomIT-konsultbolag : Hur den interna effektiviteten  inom IT-konsultbolag skulle kunna ökas genom att förbättra individuella  aktiviteter (Swedish)
Abstract [sv]

Idag förväntas IT-konsulter kunna utföra en större variation av arbetsuppgifter och besitta kunskap inom fler tekniska områden än någonsin tidigare. Då komplexiteten inom IT industrin tydligt trappats upp, en komplexitet som konsulterna förväntas kunna hantera bra, har det blivit allt viktigare för varje konsult att arbeta effektivt och därmed bidra till IT-konsultföretagens totala effektivitet. Denna studie undersöker därför hur den interna effektiviteten inom IT-konsultföretag skulle kunna ökas och hur företagens ledare bör agera för att öka effektiviteten kortsiktigt som långsiktigt.

Vår studie bygger på en fallstudie baserad på 17 intervjuer och två workshops genomförda på ett svenskt IT-konsultföretag lokaliserat i Stockholm, samt på tre externa intervjuer och en kontinuerlig och iterativ litteraturstudie.

Den interna effektiviteten inom IT-konsultföretag skulle kunna ökas genom förbättring av de individuella aktiviteterna anslutna till deras organisationsrutiner. De individuella aktiviteterna som indikerar störst potential för ökad intern effektivitet är de lågt prioriterade aktiviteterna; individuella aktiviteter som konsulterna tenderar att prioritera lägre, vilket ofta resulterar i att aktiviteterna förskjuts. Dessa aktiviteter är genomförda mer ineffektivt än andra individuella aktiviteter är på grund av fyra gemensamma rotorsaker: (1) bristande strukturkapital, (2) bristfälligt stöd av organisationskulturen, (3) otillräckliga kommunikationspolicys, and (4) brist på incitament.

Denna studie tillhandhåller därtill konkreta åtgärder för hur detta kan hanteras kortsiktigt som långsiktigt av gruppledarna respektive ledningsgruppen i IT-konsultföretag.

Abstract [en]

Today’s IT consultants are expected to carry out an increasing variety of tasks and possess knowledge within more technology areas than previously. As the complexity within the IT industry evidently is stepping up and the consultants are expected to manage this complexity well, it becomes more crucial than ever for each consultant to work efficiently and contribute to the IT consultancy firms’ overall efficiency. This research therefore investigates how the internal efficiency within IT consultancy firms could be increased as how the firms’ leaders should act in order to enhance the efficiency in the short and long run.

Our research is based on a case study of 17 interviews and two workshops performed at a Swedish IT consultancy firm located in Stockholm, as well as three external interviews and a coherent and iterative literature review.

The internal efficiency within IT consultancy firms could be increased by improving their individual activities attached to their organisational routines. The individual activities indicating the greatest potential to increase the internal efficiency are the low-prioritised activities - individual activities that consultants tend to prioritise lower, which often results in postponement of the activities. Why these activities are performed more inefficiently than other individual activities are due to four common root causes: (1) insufficient structural capital, (2) insufficient cultural support, (3) poor communication policies, and (4) lack of incentives.

Concrete actions for how this could be operated in the short as well as the long run, are provided by this research. Its managerial implications are therefore directed towards the team managers as well as top management within IT consultancy firms.

Place, publisher, year, edition, pages
2016. , 128 p.
Keyword [en]
KIBS, IT consultancy firm, efficiency, organisational routines.
Keyword [sv]
KIBS, IT-konsultföretag, effektivitet, organisationsrutiner.
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:kth:diva-191221OAI: oai:DiVA.org:kth-191221DiVA: diva2:955544
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Available from: 2016-08-31 Created: 2016-08-25 Last updated: 2016-08-31Bibliographically approved

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