Trends in Information Systems Outsourcing

Behara, Ravi S.; Gundersen, David E.; Capozzoli, Ernest A.

doi:10.1111/j.1745-493x.1995.tb00202.x

Cited by 19 publications

(24 citation statements)

References 4 publications

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“…Rearranging ways of working as a result of outsourcing, appropriately resourcing the various stages of outsourcing, continuously aligning outsourcing with the organizational strategies being pursued, benchmarking against agreed standards and motivating and effectively communicating with staff are identified as the areas of critical difference. In contrast to the findings from other studies, learning from previous experience and appropriately managing supplier relations are not reported as crucial considerations in outsourcing performance effectiveness (Carey, 1995;Beigbeder, 2000;James, 2000;Behara et al, 1995;Udo, 2000;McIvor, 2000;KMPG, 1997). The degree of difference between high-and average-performing companies in terms of accurate insights concerning what to do and how to manage in the external world emerges from the Cranfield study as minimal.…”

Section: Resultscontrasting

confidence: 70%

Outsourcing best practice: transformational and transactional considerations

Kakabadse

2003

Knowl Process Manag

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This paper argues that outsourcing is a powerful strategic lever, which if effectively utilized by senior management can significantly differentiate the host organization from its competitors. As outsourcing is recognized as a more critical boardroom issue, it is considered that the nature of best practice outsourcing requires examination. A review of the literature highlights particular perspectives concerning outsourcing best practice. Further, the results of a Cranfield School of Management survey emphasize critical transformational and transactional considerations in pursuing best practice application. It is concluded that senior management holding a shared view concerning the strategic advantage outsourcing can provide and them attending to the details of the host organization/supplier contract, is the basis to outsourcing best practice.

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Section: Resultscontrasting

confidence: 70%

Outsourcing best practice: transformational and transactional considerations

Kakabadse

2003

Knowl Process Manag

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“…They were measured by eight industry-speci c service attributes which cover the twin dimensions of technical and functional quality (Behara et al, 1995), which are described in detail in the next section. Client organizations were asked to identify the expected and realized performance of their contractor separately.…”

Section: Framework Of the Studymentioning

confidence: 99%

Modelling the price, performance and contract characteristics of IT outsourcing

2000

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The rapidly increasing use of outsourcing for IT services, both in the public and private sectors, has attracted much interest from researchers and practitioners alike. While early studies of IT outsourcing were largely qualitative in nature, more recent studies have attempted to analyse the outcomes achieved in quantitative terms. This paper is consistent with the latter, but goes further by modelling the price, performance and contract characteristics that are relevant to IT outsourcing. A two-equation recursive regression model was used to analyse 48 contracts for IT support and maintenance. The results did not reveal any quantitatively signi cant price-performance trade-off, but did suggest that rst-term contracts (i.e. the rst ever contract awarded by a client for the provision of a particular IT service) were more expensive than repeat contracts. Although competitive tendering did not result in lower prices than directly negotiated contracts, it was associated with comparatively better performance. Well-de ned expectations of an organization's IT requirements were also likely to lead to improved performance when the service was outsourced.

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“…O ne inescapable aspect of globalization has been the trend toward global outsourcing, especially the outsourcing of knowledgebased services (Apte, 1990;Behara, Gundersen, and Capozzoli, 1995;Piachaud, 2002). Outsourced activities include a wide variety of services, such as accounting, financial services, taxation, customer service, information technology, human resources, research and development, data processing, sales, and customer service (Rao and Young, 1994;Rothstein, 1998;Thibodeau, 2003).…”

Section: Introductionmentioning

confidence: 99%

Managing Intellectual Property in Global Outsourcing for Innovation Generation

Roy

Sivakumar

2010

Journal of Product Innovation Management

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The globalization of markets and business operations is a trend that will continue strongly in the coming decades. One inescapable aspect of globalization has been the trend toward global outsourcing, especially that of knowledgebased services. Due to firms' compulsion to reduce costs in the developed world, the issue is not if a particular firm will outsource or offshore work but when it will outsource it and how effectively it will leverage outsourcing to achieve superior competitive advantage. An important implication of the outsourcing of knowledge-based services is the management of intellectual property (IP). Managers and researchers alike are interested in understanding the effects of global outsourcing of knowledge-based services on the management of IP. The challenge of accessing, exploiting, and defending IP in global outsourcing relationships is first examined in this paper. IP can be managed by balancing the trust and control and verification in the outsourcing relationship. Given that defending IP is a major concern for outsourcing firms, the moderating roles of multitier suppliers, supplier country legal regimes, and global supplier communities of practice on defending IP is examined in detail through moderating effect propositions. Finally, the paper examines the effect of accessing, defending, and exploiting IP in global outsourcing relationships on the generation of incremental and radical innovation for the outsourcing firm. This research tries to extend current academic research on global outsourcing in three ways. First, it offers a framework to understand the management of the buyer-seller relationship in the global outsourcing of knowledge-based services and its relationship to the management of IP and innovation generation. Second, the framework takes a broader perspective of outsourcing and innovation generation, including globalization, tiered suppliers, supplier country legal regimes, and global supplier communities of practice on defending IP. Third the research examines the effect of accessing, exploitation, and defense of IP on generation of incremental and radical innovation for the outsourcing firm. Managerial implications of this research and future research directions are also discussed.

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Trends in Information Systems Outsourcing

Cited by 19 publications

References 4 publications

Outsourcing best practice: transformational and transactional considerations

Outsourcing best practice: transformational and transactional considerations

Modelling the price, performance and contract characteristics of IT outsourcing

Managing Intellectual Property in Global Outsourcing for Innovation Generation

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