Firms that choose outsourcing: A profile

Arnett, Kirk P.; Jones, Mary C.

doi:10.1016/0378-7206(94)90091-4

Cited by 94 publications

(40 citation statements)

References 9 publications

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“…We found the handicap that field studies based on surveys on IS outsourcing do not proliferate, case studies being more common (Aubert, Rivard & Patry;Baldwing, Irani & Love, 2001;Huber, 1993;Kern & Willcocks, 2000;Lacity & Hirschheim, 1993a;1993b;Lacity & Willcocks, 1997;Lacity, Willcocks & Feeny, 1996;Loebbecke & Jelassi, 1999;McLellan, Marcolin & Beamish, 1995;Palvia, 1995;Willcocks & Choi, 1995;Willcocks, Fitzgerald & Lacity, 1996;Willcocks, Lacity & Kern, 1999). However, on the basis of literature on this matter (Arnett & Jones , 1994;Clark, Zmud & McCray, 1995;Collins & Millen, 1995;Corbett, 1994;Grover, Cheon & Teng, 1994) we prepared a questionnaire draft, which was later subjected to a pilot test and a pre-test. 5 out of the 19 questions of the final questionnaire were used in this study, as this paper is part of a larger empirical study which deals with a wide range of aspects related to IS outsourcing.…”

Section: Methodsmentioning

confidence: 99%

Information systems outsourcing reasons in the largest Spanish firms

González

Gascó

Llopis

2005

International Journal of Information Management

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Section: Methodsmentioning

confidence: 99%

Information systems outsourcing reasons in the largest Spanish firms

González

Gascó

Llopis

2005

International Journal of Information Management

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“…Such a belief was largely predicated on transaction cost economics (Williamson, 1975). This trend initiated an outsourcing research stream that sought to understand various outsourcing issues such as motivation (Fitzgerald & Willcocks, 1994;Lacity & Hirschheim, 1993, scope (Benko, 1992;Gupta & Gupta, 1992), performance (Arnett & Jones, 1994;Loh & Venkatraman, 1995), insourcing-or-outsourcing (Meyer, 1994;Lacity & Hirschheim, 1995;Reponen, 1993), contract (Fitzgerald & Willcocks, 1994), and partnership (Grover, Cheon, & Teng, 1996;Hirschheim & Klein/History of the IS Field Klepper, 1995). Recent research in this area has expanded to include offshore outsourcing (Rajkumar & Dawley, 1998;Rajkumar & Mani, 2001), insourcing/backsourcing (Hirschheim & Lacity, 2000;Veltri, Saunders, & Kevan, 2008), online sourcing marketplace (Gefen & Carmel, 2008), and the vendors' perspective (Clark, Zmud, & McCray, 1995;Levina & Ross, 2003).…”

Section: Research Themesmentioning

confidence: 99%

A Glorious and Not-So-Short History of the Information Systems Field

Hirschheim¹,

Klein²

2012

JAIS

190

158

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Research Article Rudy HirschheimLouisiana State University rudy@lsu.edu Heinz K. Klein State University of New YorkIn this paper, the more than 40-year history of the information systems discipline is discussed by dividing history into four somewhat overlapping eras. For each era, important events that occurred are highlighted. The events are categorized as "management/governance of the IS function", "technology", "research themes", "research methodology ", "education", and "infrastructure" (organizations, conferences, journals, etc.). The paper then speculates on what the value would be if the IS community were to adopt a shared history. The paper contends that such a shared history would be effective in helping to bridge the communication gaps that exist between the different sub-communities that make up the discipline.

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“…Nevertheless, the opinions of the two interviewees represent reasonable approximations of the two extreme viewpoints. 4 For example, evidence suggests that with greater distance between the CEO and the IS manager, it is more likely that IS functions will be outsourced [4].…”

Section: Notesmentioning

confidence: 99%

“…4. System integration, which develops a system (hardware, software, and/or networking) from design through implementation, then turns operations over to the customer.…”

mentioning

confidence: 99%

A dialectic view of information systems outsourcing: Pros and cons

Palvia

1995

Information & Management

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Abstract:In recent years, information systems (IS) outsourcing is increasing in business organizations as a way to govern their IS operations. Burgeoning IS costs, lack of IS organization's responsiveness to users, and a renewed emphasis on return on IS investment are among some of the reasons towards this trend. Media reports are almost unanimous, and at times euphoric, in their claims of benefits. However, a reporting bias must be recognized: first, these reports are, at best, anecdotal accounts and second, they are based on the accounts of outsourcing vendors, consultants, senior executives and those who remained or were promoted in the organization after the outsourcing act. Naturally, these individuals have a vested interest in making their decisions look beneficial. This article discusses the various advantages and pitfalls of IS outsourcing, based on a dialectic view. It provides a balanced perspective, as it is based on a real case discussed by two individuals who were on opposing sides of the fence: one was an outsourcing survivor and was promoted, and the other was terminated due to decisions related to outsourcing.

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Firms that choose outsourcing: A profile

Cited by 94 publications

References 9 publications

Information systems outsourcing reasons in the largest Spanish firms

Information systems outsourcing reasons in the largest Spanish firms

A Glorious and Not-So-Short History of the Information Systems Field

A dialectic view of information systems outsourcing: Pros and cons

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