Exploring ASP as sourcing strategy: theoretical perspectives, propositions for practice

Kern, Thomas; Kreijger, Jeroen; Willcocks, Leslie P.

doi:10.1016/s0963-8687(02)00004-5

Cited by 115 publications

(68 citation statements)

References 19 publications

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“…Determinants of cloud-sourcing decisions S Schneider and A Sunyaev (Loh and Venkatraman, 1992a;Lacity and Hirschheim, 1993a;Bennett and Timbrell, 2000;Kakabadse and Kakabadse, 2002;Kern et al, 2002;Jayatilaka et al, 2003;Morabito, 2003;Serva et al, 2003;Dibbern et al, 2004;Narayandas, 2005;Dhar and Balakrishnan, 2006;Pollock and Williams, 2007;Xin and Levina, 2008;Benlian et al, 2009;Schwarz et al, 2009;Susarla et al, 2010;Marston et al, 2011;Mell and Grance, 2011 …”

Section: Methodsmentioning

confidence: 99%

“…The relationship between a client's internal IT capabilities and sourcing decisions is studied 22 times in the examined articles, with 14 articles concerning CC and eight articles concerning ITO. For CC, four of the 14 (29%) articles report a significant, negative relationship between internal IT capabilities and cloud-sourcing decisions (e.g., Kern et al, 2002), and six of the 14 (43%) articles report a significant, positive relationship (e.g., Lian et al, 2014). Of the eight investigations in the ITO context, seven (88%) report a significant, negative relationship (e.g., Kern et al, 2002).…”

Section: Client Firm Characteristicsmentioning

confidence: 99%

“…For CC, four of the 14 (29%) articles report a significant, negative relationship between internal IT capabilities and cloud-sourcing decisions (e.g., Kern et al, 2002), and six of the 14 (43%) articles report a significant, positive relationship (e.g., Lian et al, 2014). Of the eight investigations in the ITO context, seven (88%) report a significant, negative relationship (e.g., Kern et al, 2002). Schwarz et al (2009: 771) argue that limited support for internal IT capabilities is observed because there is 'an abundant supply of IT personnel with adequate technical expertise'; thus, gaps in internal IT capabilities can be easily filled.…”

Section: Client Firm Characteristicsmentioning

confidence: 99%

See 2 more Smart Citations

Determinant Factors of Cloud-Sourcing Decisions: Reflecting on the IT Outsourcing Literature in the Era of Cloud Computing

Schneider

Sunyaev

2016

Journal of Information Technology

212

151

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Cloud computing (CC) is an emerging form of IT outsourcing (ITO) that requires organizations to adjust their sourcing processes. Although ITO researchers have established an extensive knowledge base on the determinant factors that drive sourcing decisions from various theoretical perspectives, the majority of research on cloud-sourcing decisions focuses on technological aspects. We reviewed the CC and ITO literature and systematically coded the determinant factors that influence sourcing decisions. We show that most determinant factors of sourcing decisions in the ITO context remain valid for the CC context. However, the findings for some factors (i.e., asset specificity, client firm IT capabilities, client firm size, institutional influences, and uncertainty) are inconclusive for the CC and ITO contexts. We discuss how the peculiarities of CC can explain these inconclusive findings. Our results indicate that CC researchers should draw from research on ITO decision making but re-examine ITO concepts in the light of the peculiarities of CC, such as the differences between software and infrastructure services, the self-service procurement of cloud services, or the evolving role of IT departments. By summarizing determinant factors of cloud-sourcing decisions for consideration in future research, we contribute to the development of endogenous theories in the IS domain.

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Section: Methodsmentioning

confidence: 99%

Section: Client Firm Characteristicsmentioning

confidence: 99%

Section: Client Firm Characteristicsmentioning

confidence: 99%

See 1 more Smart Citation

Determinant Factors of Cloud-Sourcing Decisions: Reflecting on the IT Outsourcing Literature in the Era of Cloud Computing

Schneider

Sunyaev

2016

Journal of Information Technology

212

151

View full text Add to dashboard Cite

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“…Serel et al (2001) study the use of long-term capacity reservation contracts, and highlight that although a long-term contract with a preferred supplier offers several advantages, the use of dual suppliers leads to lower stocks and higher flexibility in practice. Kern et al (2002) identify benefits and potential risks for businesses and economies that have a relationship with application service providers, similar to the 'old-fashioned' IT outsourcing of applications. Managers need to consider the potential for high-dependency on the application service provider, which may increase over time and lead to cost disadvantages or even a later insourcing.…”

Section: Decision-makingmentioning

confidence: 99%

“…If considering these findings, the application of objective, computational models in practice is not well established. Specifically, the research by Kern et al (2002) and King and Malhotra (2000) considers complex decisions in the IT area and discuss risks being implied with an outsourcing decision. In summary, the consideration of risks in a decision-making process is not well established.…”

Section: Decision-makingmentioning

confidence: 99%

Development of a risk-oriented strategic sourcing (ROSS) framework for the construction and electronics manufacturing industries

Kotula¹,

2014

Supply Management Research

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Strategic sourcing has increased in importance in recent years, and now plays an important role in companies' planning. The current volatility in supply markets means companies face multiple challenges involving lock-in situations, supplier bankruptcies or supply security issues. In addition, their exposure can increase due to natural disasters, as witnessed recently in the form of bird flu, volcanic ash and tsunamis. Therefore, the primary focus of this study is risk management in the context of strategic sourcing.The study presents a literature review on sourcing based on the 15 years from 1998-2012, and considers 131 academic articles. The literature describes strategic sourcing as a strategic, holistic process in managing supplier relationships, with a long-term focus on adding value to the company and realising competitive advantage. Few studies discovered the real risk impact and status of risk management in strategic sourcing, and evaluation across countries and industries was limited, with the construction sector particularly under-researched.This methodology is founded on a qualitative study of twenty cases across Germany and the United Kingdom from the construction sector and electronics manufacturing industries. While considering risk management in the context of strategic sourcing, the thesis takes into account six dimensions that cover trends in strategic sourcing, theoretical and practical sourcing models, risk management, supply and demand management, critical success factors and the strategic supplier evaluation.The study contributes in several ways. First, recent trends are traced and future needs identified across the research dimensions of countries, industries and companies. Second, it evaluates critical success factors in contemporary strategic sourcing. Third, it explores the application of theoretical and practical sourcing models in terms of effectiveness and sustainability. Fourth, based on the case study findings, a risk-oriented strategic sourcing framework and a model for strategic sourcing are developed. These are based on the validation of contemporary requirements and a critical evaluation of the existing situation. It contemplates the empirical findings and leads to a structured process to manage risk in strategic sourcing. The risk-oriented framework considers areas such as trends, corporate and sourcing strategy, critical success factors, strategic supplier selection criteria, risk assessment, reporting, strategy alignment and reporting. The proposed model highlights the essential dimensions in strategic sourcing and guides us to a new definition of strategic sourcing supported by this empirical study.

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Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

Ali

Khan

et al. 2019

J Software Evolu Process

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Software Outsourcing Partnership (SOP) is considered as a kind of risk and reward sharing client‐vendor relationship. Generally, a fruitful outsourcing association might be converted to an outsourcing partnership. The objective of this research is to identify and analyse barriers that are hurdles to vendors in renewing or promoting their ongoing client‐vendor relationship to outsourcing partnership. A questionnaire survey based on the findings of Systematic Literature Review (SLR) was performed with 50 experts. The study identifies five critical barriers such as “insufficient quality of technical capability,” “poor infrastructure,” “poor quality of service,” “communication gap and poor coordination,” and “relational risk.” The results indicate that barriers' insufficient quality of technical capability, poor infrastructure, and poor quality of service were common in four types of experts while insufficient quality of technical capability is common in three levels of experts. Furthermore, barriers were classified based on their criticality from client‐vendor perspective. The results of Spearman correlation test (rs = 0.714 and ρ = 0.000) confirmed that the participant strongly agrees with the outcomes of the SLR. The results suggest that for successful renewal or promotion of their existing outsourcing association, vendor organizations should address all the identified barriers in general and the most common barriers in particular.

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Exploring ASP as sourcing strategy: theoretical perspectives, propositions for practice

Cited by 115 publications

References 19 publications

Determinant Factors of Cloud-Sourcing Decisions: Reflecting on the IT Outsourcing Literature in the Era of Cloud Computing

Determinant Factors of Cloud-Sourcing Decisions: Reflecting on the IT Outsourcing Literature in the Era of Cloud Computing

Development of a risk-oriented strategic sourcing (ROSS) framework for the construction and electronics manufacturing industries

Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

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