Effect of Partnership Quality on IS Outsourcing Success: Conceptual Framework and Empirical Validation

Lee, Jae-Nam; Kim, Young‐Gul

doi:10.1080/07421222.1999.11518221

Cited by 577 publications

(675 citation statements)

References 34 publications

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“…HR practitioners lack of the know how in selecting their outsourcing vendors and there are also concerns on how they should manage this outsourcing relationship (Lee, Kim 1999). In the less developed market some organizations are even reluctant to establish a partnership type in their outsourcing agreement although this method has been proposed to be the most effective method to achieve competitiveness.…”

Section: Partnership Qualitymentioning

confidence: 99%

“…The service receivers are defined as the entities, units or employees who will use the service provided by the outsourcer whether they directly consume or indirectly consume the services. Whereas, the service providers are the party to whom the HR processes is outsourced (Lee, Kim 1999). This research measures the success of HR outsourcing from the perspective of the service receivers.…”

Section: Partnership Qualitymentioning

confidence: 99%

“…Outsourcing success is defined as the satisfaction with the benefits attained by an organization as a result of deploying HR outsourcing (Grover et al 1996). It has been suggested that it is possible to identify outsourcing success from the business perspective and user perspective (Lee, Kim 1999). Business performance can be measured by the qualitative impact of strategic and technological improvement and the quantitative improvement in terms of economic returns.…”

Section: Outsourcing Successmentioning

confidence: 99%

“…Partnership quality exists when relationships serve its intended function and is successful in meeting objectives of both parties. Lee and Kim (1999) proposed that partnership has its own factors to represent quality. They found that there are several variables that influence the degree of partnership quality, and that the degree of partnership quality is related to the outsourcing success.…”

Section: Partnership Qualitymentioning

confidence: 99%

“…Successful partnership enables the organizations to achieve organizational objectives and to build a competitive advantage that each organization could not easily attain by itself (Lee, Kim 1999;Khong 2005). Outsourcing success is defined as the satisfaction with the benefits attained by an organization as a result of deploying HR outsourcing (Grover et al 1996).…”

Section: Outsourcing Successmentioning

confidence: 99%

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Hr Outsourcing Success: Does Partnership Quality Variables Matter?

Halim

Ramayah

2013

Journal of Business Economics and Management

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Abstract.Recently, increased attention has been paid to partnership quality in outsourcing strategy. However, research of partnership quality on the outsourcing of human resources (HR) is very limited. Therefore, this research aims at examining the relationship between partnership quality variables (business understanding, trust, commitment, communication and top management) and the success of HR outsourcing. The sample is obtained from a cross sectional survey and the sample studied are 96 manufacturing organizations in Penang, Malaysia. Results indicate that most of the organizations that outsourced HR functions were from electronic and electrical industry. The analyses also show that partnership quality variables such as trust, business understanding and communication have significant positive impact on HR outsourcing success. The study concluded that HR outsourcing as a competitive strategy in Malaysia is still relatively new and probably many of its potential benefits are not fully understood. Therefore, by understanding the relationship with the service providers, the organizations are able to achieve outsourcing success by identifying areas of expected benefits and improvements.

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Section: Partnership Qualitymentioning

confidence: 99%

Section: Partnership Qualitymentioning

confidence: 99%

Section: Outsourcing Successmentioning

confidence: 99%

Section: Partnership Qualitymentioning

confidence: 99%

Section: Outsourcing Successmentioning

confidence: 99%

See 3 more Smart Citations

Hr Outsourcing Success: Does Partnership Quality Variables Matter?

Halim

Ramayah

2013

Journal of Business Economics and Management

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Coordination and Cooperation in E‐Government: An Indonesian Local E‐Government Case

Nurdin

Stockdale

Scheepers

2014

E J Info Sys Dev Countries

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The implementation of e‐government systems often involves many different agencies and actors. Their different characteristics and the need to work together make the relationships between them complex. Coordination and cooperation have become important issues in harmonizing the many actors that support the implementation of e‐government systems. This study examines how coordination and cooperation shape the implementation process of local e‐government systems that may be acquired or developed internally. A case study of local egovernment systems implementation in Indonesia is presented and analyzed from the perspectives of coordination and cooperation between internal and external actors and agencies. Our findings suggest that dynamic coordination and cooperation have influenced the success of e‐government systems implementation at local government (regency) level in Bali, Indonesia. The regency practiced coordination and cooperation, both vertically and horizontally, with central government agencies, other regencies, private companies, and with internal institutions. The ability of the regency to gain from these practices offers insights into e‐government implementation for other local governments.

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Evaluating the Success in International Sourcing of Information Technology Projects: The Need for a Relational Client-Vendor Approach

Haried

Ramamurthy

2009

Project Management Journal

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This article investigates the differences across and the need to consider both the client and vendor perspective in evaluating international sourcing (offshoring) success and highlights the need for incorporating relational factors into the success assessment rather than focusing solely on financial or operational outcomes (e.g., projects delivered on time, within budgeted costs). We take an expanded view of project success (using relational/process dimensions) and provide insight into how client and vendor firms evaluate success differently across relational dimensions and how relational factors play a key role in achieving success. Based on the findings, propositions are presented to guide future offshoring success research.

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Effect of Partnership Quality on IS Outsourcing Success: Conceptual Framework and Empirical Validation

Cited by 577 publications

References 34 publications

Hr Outsourcing Success: Does Partnership Quality Variables Matter?

Hr Outsourcing Success: Does Partnership Quality Variables Matter?

Coordination and Cooperation in E‐Government: An Indonesian Local E‐Government Case

Evaluating the Success in International Sourcing of Information Technology Projects: The Need for a Relational Client-Vendor Approach

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