Information systems outsourcing: reasons, reservations and success factors

Claver, Enrique; González, Reyes; Gascó, José L.; Llopis, Juan

doi:10.1108/09576050210436138

Cited by 55 publications

(53 citation statements)

References 46 publications

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“…Further research using a wider study sample will need to be conducted in order for management lessons that emerge to be applicable across a wider business perspective. (2006) No available data from our research Outcomes of our study supports work conducted by Davidson and Olfman (2004), Millar and Audisio (2006) and Bi (2007) The outcome of our research supports work conducted by Yang and Huang (2000), Claver et al (2002b) and Millar and Audisio (2006) (continued) It is essential that formal structures in the area of change management are employed The customer and vendor relationship is of paramount importance and should evolve into an integrated team situation A high emphasis should be given to the backup of crucial systems and data at different sites Technology management…”

Section: Discussionsupporting

confidence: 48%

“…The research shows a positive response in favour of the growing importance of quality of service requirements in ICT outsourcing projects (Yang and Huang, 2000;Claver et al, 2002b;Millar and Audisio, 2006): Lessons. In a similar way, to standard quality management approaches, any quality programme to be initiated for an ICT outsourcing project should include considerations of various factors. These factors include for example, ensuring the availability of standards (as relates to documents, processes, etc.…”

Section: Quality Managementmentioning

confidence: 99%

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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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Section: Discussionsupporting

confidence: 48%

Section: Quality Managementmentioning

confidence: 99%

Revisiting learning outcomes from market led ICT outsourcing

Choudhuri

Maguire

Ojiako

2009

Business Process Management Journal

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“…Many firms thus fear a Possible Opposition of their Staff to the outsourcing decision, which poses a threat to their job (Grover, Cheon and Teng, 1994;Claver et al, 2002;Brook, 2006), this being a risk that becomes even greater in the case of global outsourcing.…”

Section: Is Otsourcing Risksmentioning

confidence: 99%

“…This reason is closely related to the above-mentioned increase in IS management flexibility. It is undeniable that, thanks to outsourcing, a firm does not have to depend exclusively on its internal IS resources (Claver et al, 2002) Saving Technology Costs. Service providers are exposed to a wider variety of problems and experiences associated with IS, which is why a greater volume of knowledge and skills can be obtained that will help to solve these problems.…”

Section: Is Outsourcing Reasonsmentioning

confidence: 99%

Information systems outsourcing reasons and risks: a new assessment

González

Gascó

Llopis

2010

Industrial Management &Amp; Data Systems

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Purpose-Outsourcing is currently going through a stage of unstoppable growth. This paper makes a proposal about the main reasons which may lead firms to adopt Outsourcing in Information Systems services. It will equally analyse the potential risks that IS clients are likely to face. An additional objective is to assess these reasons and risks in the case of large Spanish firms, while simultaneously examining their evolution over time. This study of outsourcing reasons and risks has been carried out from the client's perspective.Desing/methodology/approach-In order to achieve these aims, a questionnaire was administered to the IS managers of the largest Spanish firms.Findings-Outsourcing gives the organisations the opportunity to have better IS services and the possibility to achieve technological improvements and, although cost savings in staff and technology are generally seen as very important, they do not emerge as priority reasons for outsourcing in the present study. Regarding risks, they are mainly associated with providers, with great concern being expressed about the lack of qualification among their providers' staff, the potential lack of compliance with contracts, and the inability to adapt to the New Technologies.Originality/Value-An important contribution made by this study is not only the specification of those reasons and risks but also the fact that they are considered important by the firms interviewed.

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“…Fernie (1999) have found that organizations outsource the 3PLs due to the expertise of contractors and their asset utilization on their business. Similarly, the significant drivers of outsourcing 3PL are cost saving and capital investment reduction (Embleton and Wright, 1998;Claver, Gonzales, Gasco & Llopis, 2002;Corbett, 1998;Razzaque and Sheng, 1998;Trunick, 1989). According to some researchers, outsourcing Third-Party Logistics leads toward the enhancement of business performance and processes (Clott, 2004;Embleton and Wright, 1998;Corbett, 1998).…”

Section: Reasons Of Outsourcing 3 Rd Party Logistics Service Providersmentioning

confidence: 99%

Drivers of Outsourcing and Selection Criteria of 3rd Party Logistics Service Providers

Khan

Hussainy

Khan

et al. 2017

OSCM: An Int. Journal

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Previously various studies were conducted concerning the outsourcing and selection of 3PL in different countries but this study aims to find out the reasons of outsourcing and selecting a 3PL from the different industries of Pakistan. The study aimed to collect the data from the manufacturers working in different industries in Pakistan. The researchers have used mean testing to rank the factors as per their importance and the data of 125 respondents were gathered for analysis. Study has found that reduction in the logistics costs is the most important reason for outsourcing 3PL and service quality is the most crucial factor for the selection of any 3PL service providers in Pakistan. The research aims finding the factors for the reasons of outsourcing and selection of a 3PL but it would be useful finding the impact of outsourcing the logistics activities on the organization's performance through qualitative and quantitative approaches. The research provides a vital and practical direction to the Pakistani organizations regarding the decisions of outsourcing and selecting a 3PL service providers. The research will help finding the reasons of outsourcing and selection of any 3PL party. The research aims finding the reasons and selection of 3PL in the organizational perspective of Pakistan as there are very limited past conducted studies.

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Information systems outsourcing: reasons, reservations and success factors

Cited by 55 publications

References 46 publications

Revisiting learning outcomes from market led ICT outsourcing

Revisiting learning outcomes from market led ICT outsourcing

Information systems outsourcing reasons and risks: a new assessment

Drivers of Outsourcing and Selection Criteria of 3rd Party Logistics Service Providers

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