Impact of Formal Controls on Client Satisfaction and Profitability in Strategic Outsourcing Contracts

Evaluation of the main performance criteria of IT outsourcing for contract management in public companies: a bibliometric review

“…On the other hand, the literature shows a focus more on private companies, and few studies on public companies, without presenting a consensus regarding the intersection between ITO in the two sectors (Langer & Mani, 2018;Lacity et al, 2017). Many studies in Brazil deal with the motivation for IT outsourcing in public companies, but few are focused on ITO contractual management and inspection in these same companies, and so this research is inserted and justified when evaluating the main criteria and dimensions for the contractual management, meeting this gap facing the Brazilian reality.…”

“…After the period when outsourcing started, economics studies considered firms and their markets, showing concepts of influence such as transaction costs or the relationship between transaction costs, and contractual relationships (Williamson, 1979) that contributed to IT outsourcing studies. Activity or monitoring controls require frequent customer feedback on the outsourced IT task, promoting the supplier's knowledge of customer expectations, and improving the quality of service level and satisfaction (Langer & Mani, 2018). All significant positive and negative results found beneficial results from detailed contracts (Lacity et al, Research, Society and Development, v. 9, n. 11, e81491110390, 2020 (CC BY 4.0) | ISSN 2525-3409 | DOI: http://dx.doi.org/10.33448/rsd-v9i11.10390 11 2017).…”

“…Outsourcing occurs with increasing intensity, generally aiming at cost reduction and greater efficiency in the allocation of resources (Langer & Mani, 2018), and commonly in activities outside the central scope of companies (Lacity et al, 2017). In the 1990s, due to the increasing dissatisfaction of the results pointed out by public companies for executed outsourcing processes, a trend of public-private partnerships emerged (Bovaird, 2016;Koh et al, 2004), incorporated in the 2000s outsourcing contracts.…”

“…In fact, IT outsourcing in public companies (ITO -Information Technology Outsourcing) has not yet been deeply analyzed by academic literature, which, of course, is more focused on the private sector Research, Society and Development, v. 9, n. 11, e81491110390, 2020(CC BY 4.0) | ISSN 2525-3409 | DOI: http://dx.doi.org/10.33448/rsd-v9i11.10390 (Marco-Simó & Pastor-Collado, 2020. Some authors introduce conceptual aspects that lead to IT outsourcing (Langer & Mani, 2018;Lacity et al, 2017;Susarla, 2012;Alaghehband et al, 2011;Blaskovich & Mintchik, 2011;Poppo & Zenger, 2002), interpreted using technical criteria.…”

“…A search on the number of ITO publications shows a greater number of publications in the private sector (Gantman, 2011) in relation to the public sector (Lacity et al, 2017;Langer & Mani, 2018;Neves, 2018), and one fewer empirical ITO surveys in public services. The Brazilian public ITO is reflected in the digital services offered to the population, with increasing agility, as in the digital service centers, in the public services applications for smartphones, and in the infrastructure of the data clouds in public Data Centers that support them.…”