An investigation of factors that influence the duration of IT outsourcing relationships

Goo, Jahyun; Kishore, Rajiv; Nam, Kichan; Rao, H. Raghav; Song, Yong-Il

doi:10.1016/j.dss.2006.05.007

Cited by 122 publications

(85 citation statements)

References 58 publications

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“…Others adopting a resourcebased view (RBV) of the firm, focused on the relationship between IT resources, organisation performance and competitive advantage (Bharadwaj, 2000;Mata et al, 1995;Ross et al, 1996;Powell and Dent-Micallef, 1997;Tippins and Sohi, 2003) and on the definition of IT capabilities (Bharadwaj, 2000;Yongbeom et al, 2006;Duhan, 2007;Bharadwaj et al, 1999). IT outsourcing relationships are also being strongly discussed among researchers (Kern and Willcocks, 2002;Hurley, 2001;Gonzalez et al, 2006;Kishore et al, 2003;Goo et al, 2007;Lacity et al, 1996) where the reasons for success in IT adoption are shifted from the IT products implementation to the management of relationships with service providers (Kishore et al, 2003). The importance given to relationships in the context of IT implementation is also evident in research on client-consultant relationships (Mike, 2003;Shah, 1990;Chornoboy and Gardner, 1990;Larwood and Gattiker, 1986;Dawes et al, 2007).…”

Section: Introductionmentioning

confidence: 99%

“…There are a vast range of studies on client-IT supplier relationships: client-consultant relationships (Mike, 2003;Shah, 1990;Chornoboy and Gardner, 1990;Larwood and Gattiker, 1986;Dawes et al, 2007), IT outsourcing relationships (Kern and Willcocks, 2002;Hurley, 2001;Gonzalez et al, 2006;Kishore et al, 2003;Goo et al, 2007;Lacity et al, 1996) and client-IT supplier/IT service provider relationships (Kishore et al, 2003). These studies emphasize the importance of relationship management and partnerships with suppliers to achieve benefits from IT adoption.…”

Section: Client-it Supplier Relationshipsmentioning

confidence: 99%

“…This is particularly accurate when the subject on how to enhance IT capabilities is raised. The taxonomies of IT capabilities were identified (Bharadwaj, 2000;Duhan, 2007;Mulligan, 2002;Feeny and Willcocks, 1998), the importance of relationships with suppliers, consultants and service providers as keystones to successful implementations was also addressed (Kern and Willcocks, 2002;Goo et al, 2007;Mike, 2003;Webster, 1995;Lui and Chan, 2008;Zimmerman and Zelnio, 1986), but the links between IT capabilities development and relationships with IT suppliers were not fully explored. The researchers of the Industrial Marketing and Purchasing (IMP) group argue that capabilities are developed through interactions in the relationships with other parties (Hå kansson and Snehota, 1989) and ''if properly used supplier relationships can dramatically enhance the resources and capabilities that a company can use'' (Ford et al, 2003, p. 97).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Capabilities exchange through business interaction: An empirical investigation of a client–IT supplier relationship

Brito

Nogueira

2009

Journal of Purchasing and Supply Management

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a b s t r a c tThis article focuses on the opportunities for capabilities exchange within a specific business-to-business context: the relationship between a client and an information technology (IT) supplier. Research on the features of this type of relationship, although fairly extensive, has focused on IT implementation issues, relationship between IT resources, organisation performance and competitive advantage, IT outsourcing relationships and definition of IT capabilities. However, our understanding of the context where IT capabilities are exchanged within consultancy projects and how this exchange emerges is rather limited. The paper aims to bridge this gap by adopting the Industrial Marketing and Purchasing (IMP) group's interaction approach as a tool for conducting an in-depth investigation of a case study to analyse the context, the parties and the interactions through which IT capabilities are exchanged. The research reveals that interpersonal relationships between users and consultants within consultancy projects are crucial to establish a long-lasting and stable relationship. As a result, during consultancy projects IT-related resources, in the form of IT physical infrastructures, human IT resources and IT intangible resources are exchanged and combined to create or enhance IT capabilities. Furthermore, we also claim that the success of such an exchange depends very much on the degree of social and interpersonal exchange.

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Section: Introductionmentioning

confidence: 99%

Section: Client-it Supplier Relationshipsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Capabilities exchange through business interaction: An empirical investigation of a client–IT supplier relationship

Brito

Nogueira

2009

Journal of Purchasing and Supply Management

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“…This situation worsens when there is switching of vendor or outsourcer during the course of contract execution. When this happened, this will incur high transition costs as well as termination costs, switching costs, redeployment costs, relocation costs and other costs (Goo et al, 2007).…”

Section: Problem Statementmentioning

confidence: 99%

Electronic Government Outsourcing Issues in Malaysia

Samsudin¹,

Hashim²,

Fuzi³

2013

JOOIM

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In today's knowledge-driven economy, information and communication technologies (ICTs) are major enablers in all sectors particularly in government departments. Furthermore, it is infinitely acknowledged that information is power, thus, in keeping up with the ICT evolution, the transformation to e-government has continued to be Malaysia's main agenda for economic resilience, capacity building and social capital integration. However, not all government agencies are able to offer the core e-government services to the public as cost, legacy systems and advance ICT skills are the main barriers. Therefore, agencies have to resort to outsourcing where another set of issues have to be contended with. Consequently, the objective of this paper is to provide preliminary insights on a case study of a federal agency's issues with outsourcing, specifically by assessing the feasibility of outsourcing an agency's core e-services including other aspects of backsourcing or insourcing. Also, the findings from the qualitative inquiries and analyses would provide a new framework on outsourcing issues, particularly for e-government services. The implications of this study is that online public services are crucial to a country's socio-economic development as this offsets other important agenda to catapult the country's growth and wellbeing toward Vision 2020 as well as to sustain these positive developments. Also, the ripple effect of an effective and efficient e-service delivery will certainly affect other national issues such as citizen integration, public well-being, international relations, and political stability.

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“…These factors include for example the organisation's culture (Allen et al, 2002;Graf and Mudambi, 2005), its ability to manage customer-vendor relationships (Lee, 2001;Kedia and Lahiri, 2007;Goo et al, 2007), security capabilities (Power and Forte, 2005;Hunter, 2003;Karabulut et al, 2007;Kennedy and Clark, 2006;Khalfan, 2004;Todd et al, 2006) and people management (Jensen et al, 2007).…”

Section: Introductionmentioning

confidence: 99%

Revisiting learning outcomes from market led ICT outsourcing

Choudhuri

Maguire

Ojiako

2009

Business Process Management Journal

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Purpose -Today's global business is heavily dependent on information and communication technology (ICT). The reality for most organisations is that the rate of technology change has been extremely fast. To cope with these changes, some organisations are committing a large amount of resources. Such challenges make it difficult for some companies to invest in ICT, resulting in a need to re-think their business models. One such approach which has proved popular over the last few years is to outsource ICT. However, not all ICT outsourcing projects have been totally successful. The paper aims to explore various constructs in ICT outsourcing. Design/methodology/approach -The aim is achieved by conducting studies on 11 ICT outsourcing projects within the service sector. Findings -In future, customers will be looking for value-added services while focusing less on outsourcing as a cost-cutting exercise. There is also an added pressure on the customers and vendors to ensure that the original business case to justify outsourcing is robust. Research limitations/implications -The research is conducted with a limited sample of ICT outsourcing projects. For this reason, many of the conclusions in this paper are generalisations. Further research will need to be conducted in order for the lessons that emerge to be applicable across a wider business perspective. Originality/value -The paper takes a longer term perspective on the interface between customers and vendors in outsourcing projects. However, globally, this sector is very fluid and it is crucial that organisations understand the complexity of the relationships. This paper does not specifically seek to add to the existing body of knowledge on ICT outsourcing, but rather it serves as an opportunity to reflect on the full complexity of ICT outsourcing.

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An investigation of factors that influence the duration of IT outsourcing relationships

Cited by 122 publications

References 58 publications

Capabilities exchange through business interaction: An empirical investigation of a client–IT supplier relationship

Capabilities exchange through business interaction: An empirical investigation of a client–IT supplier relationship

Electronic Government Outsourcing Issues in Malaysia

Revisiting learning outcomes from market led ICT outsourcing

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