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Journal articles on the topic 'Success Factors in Outsourcing'

Author: Grafiati

Published: 4 June 2021

Last updated: 18 February 2022

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1

Correia dos Santos, João, and Miguel Mira da Silva. "Mapping Critical Success Factors for IT Outsourcing." International Journal of Enterprise Information Systems 11, no. 1 (January 2015): 62–84. http://dx.doi.org/10.4018/ijeis.2015010105.

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During the last decades, IT Outsourcing gained considerable management attention and is considered a strategic decision used to promote success on its variable dimensions, like: cost reduction, quality improvement, access to new technologies, among others. The existing literature presents many studies on IT Outsourcing. However, there are few studies from the provider's perspective. Therefore, the objective is to focus on providers' critical success factors and their relationships in IT Outsourcing contracts. To analyse this subject a qualitative approach based on cognitive mapping process was applied. Cognitive or causal maps are widely employed in problem-structuring, since they permit a rich representation of ideas, through the modelling of a complex network of actions. This approach is innovative compared to the traditional quantitative methods used. As a result, they were able to map a network of means and ends and in parallel were found new success factors like service standardization, price flexibility, cost management and service catalogue, which allowed obtaining new insights into the structure of today's IT Outsourcing contracts.

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Blijleven, Vincent, Yiwei Gong, Afshin Mehrsai, and Kitty Koelemeijer. "Critical success factors for Lean implementation in IT outsourcing relationships." Information Technology & People 32, no. 3 (June 3, 2019): 715–30. http://dx.doi.org/10.1108/itp-01-2016-0002.

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PurposeFollowing positive results of Lean implementation in manufacturing environments, Lean has become an emerging philosophy for clients and suppliers of information technology (IT) services. However, how to implement Lean in IT outsourcing relationships has been addressed sparsely in academic literature. The purpose of this paper is to investigate critical success factors (CSFs) for implementing Lean in IT outsourcing relationships. Key findings, implications and avenues for future research are discussed.Design/methodology/approachSix IT outsourcing relationships were qualitatively investigated by means of 36 semi-structured interviews. CSFs were identified based on interview transcription analyses, selection techniques and expert reviews.FindingsIn total, 16 CSFs for Lean implementation in IT outsourcing relationships are identified and described.Practical implicationsThe CSFs presented in this paper indicate key areas that deserve managerial attention to steer Lean implementation efforts in IT outsourcing relationships in a favorable direction.Originality/valueThis study is the first to describe the phenomenon of “Lean IT outsourcing” and provides researchers and practitioners with a foundation to further examine Lean implementation in IT outsourcing relationships.

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Paudel, Sushil, and Vinish Kumar. "Strategic Success Factors of Information Technology Outsourcing in Emerging Markets." Nepal Journal of Multidisciplinary Research 4, no. 1 (April 24, 2021): 107–20. http://dx.doi.org/10.3126/njmr.v4i1.36623.

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Many businesses are collaborating on joint service initiatives in order to cut operational costs and compete for profits. Outsourcing is a cost-reduction strategy used to carry out tasks by service providers or vendors that are typically handled within the company. This research is focused on outsourcing strategies on vendor’s point of view, as many emerging markets continue to struggle to establish a foothold in the international market. The success of IT outsourcing is largely dependent upon the vendor's internal strength, industry-specific environmental factors, and country-specific policies. The respondents were chosen using a snowball sampling technique, and variables were selected from literature review and consulting with industry experts. The survey was conducted within the Kathmandu valley, and quantitative data were collected for the study. Respondents were outsourcing agencies, freelancers, outsourcing consultants and policy makers. The analysis included Structured Equation Modeling and identified six key strategic factors for emerging market: banking priority, growth capacity, intellectual property, country specific specialization, foreign direct investment, and the HR Structure of the vendor. It is suggested that policy makers and IT outsourcing vendors utilize these factors to further strengthen their position in the global outsourcing industry.

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Paudel, Sushil, and H. S. Sharma. "Success Models of Information Technology Outsourcing." Nepal Journal of Multidisciplinary Research 3, no. 2 (November 23, 2020): 37–52. http://dx.doi.org/10.3126/njmr.v3i2.33022.

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Outsourcing is described as the strategic use of external resources to carry out tasks that have traditionally been performed by internal staff and resources. It is considered to be the best-known phenomena of modern times and business strategy to drive the global economy. Outsourcing offers enormous benefits to companies only if the outsourcing decision is correct and factors that affect the outsourcing decision are adequately considered, otherwise irreparable harm may be caused. A study to identify the critical success factors of IT outsourcing in Nepal from the vendor's perspective has been initiated. This study examines different models about the effectiveness of outsourcing for the reason. All these models have their own advantages and drawbacks, so a careful review is important to reach at conclusions for the organizations that wish to follow such models. This article is based on4 comprehensive literature review of the success factors for outsourcing that led to the discovery of six different outsourcing models. The study has reviewed Leavitt’s model, McKinsey 7-S framework, The Nadler-Tushman Congruence Model, Technology Acceptance Model, DeLone and McLean's IS-Success Model and IS-Impact Model. Revised DeLone and McLean Model of Information Systems Success, however, are widely debated and considered to be the most promising.

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Hindle, John. "HR outsourcing in operation: critical success factors." Human Resource Management International Digest 13, no. 3 (May 2005): 39–42. http://dx.doi.org/10.1108/09670730510595058.

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Ghazali, Noura Binti Mohamad, and Zainuddin Bin Hasan. "Critical Success Factors of IT/IS Outsourcing in Malaysian Public Sectors." International Journal of Engineering & Technology 7, no. 4.35 (November 30, 2018): 573. http://dx.doi.org/10.14419/ijet.v7i4.35.22913.

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IT/IS outsourcing has been in the IT industry for so many years. Many studies have been carried out about the success factors in IT/IS Outsourcing. However, most authors focused more on the success factors in the private sector compared to the public sector. This paper focuses on understanding the benefits and determining the critical success factors of information technology/information system (IT/IS) outsourcing in the public sector. Apart from that, the reader is also being exposed to the reasons why an organization opt for outsourcing. This paper reviews published journals and reports from various authors, focusing on the connections and similarities. It then extracts and summarize the benefits and critical success factors that organization can refer to before organization endeavors in IT/IS outsourcing activities.

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Gonzalez, Reyes, Jose L. Gasco, and Juan Llopis. "Information systems outsourcing satisfaction: some explanatory factors." Industrial Management & Data Systems 115, no. 6 (July 13, 2015): 1067–85. http://dx.doi.org/10.1108/imds-01-2015-0030.

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Purpose – The purpose of this paper is to analyse Information Systems outsourcing success, measuring the latter according to the satisfaction level achieved by users and taking into account three success factors: the role played by the client firm’s top management; the relationships between client and provider; and the degree of outsourcing. Design/methodology/approach – A survey was carried out by means of a questionnaire answered by 398 large Spanish firms. Its results were examined using the partial least squares software and through the proposal of a structural equation model. Findings – The conclusions reveal that the perceived benefits play a mediating role in outsourcing satisfaction and also that these benefits can be grouped together into three categories: strategic; economic; and technological ones. Originality/value – The study identifies how some success factors will be more influent than others depending which type of benefits are ultimately sought with outsourcing.

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Jimmy, Jimmy. "IT OUTSOURCING SUCCESS FACTORS FOR THE CLIENT ORGANIZATION." JUTI: Jurnal Ilmiah Teknologi Informasi 7, no. 2 (July 1, 2008): 101. http://dx.doi.org/10.12962/j24068535.v7i2.a179.

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Claver, Enrique, Reyes González, José Gascó, and Juan Llopis. "Information systems outsourcing: reasons, reservations and success factors." Logistics Information Management 15, no. 4 (October 2002): 294–308. http://dx.doi.org/10.1108/09576050210436138.

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Rusu, Horea, and Emil Jensen. "Factors Hindering IT Outsourcing Relationship in Swedish Public Organizations." International Journal of Innovation in the Digital Economy 6, no. 2 (April 2015): 20–37. http://dx.doi.org/10.4018/ijide.2015040102.

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IT outsourcing relationship is the relationship in the outsourcing agreement between the service provider and service receiver. The overall IT outsourcing success is directly influenced by the IT outsourcing relationship. However, not much attention has been given in research literature to the IT outsourcing relationship in public organizations and even less regarding the IT outsourcing relationship in Swedish public organizations. This study investigates the factors that hinder the post-contract stage of IT outsourcing relationship in Swedish municipalities. The research was performed through case studies in two Swedish municipalities and has revealed nine hindering factors in the post-contract stage of an IT outsourcing relationship. The findings of this study contribute to the few existing research on the hindering factors of the post-contract stage of the IT outsourcing relationship in public organizations.

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Abd Hamid, Azlina, and Zulkefli Mansor. "Client’s Readiness Assessment Success Factors for Outsourcing Software Projects." International Journal on Advanced Science, Engineering and Information Technology 6, no. 6 (December 25, 2016): 820. http://dx.doi.org/10.18517/ijaseit.6.6.1373.

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Gonzalez, Reyes, Jose Gasco, and Juan Llopis. "Information Systems outsourcing: An empirical study of success factors." Human Systems Management 29, no. 3 (2010): 139–51. http://dx.doi.org/10.3233/hsm-2010-0723.

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Cho, Yong-Kil, and In-Soo Chung. "A Study of Success Factors for Information System Outsourcing." Journal of the Korea Academia-Industrial cooperation Society 9, no. 5 (October 31, 2008): 1414–21. http://dx.doi.org/10.5762/kais.2008.9.5.1414.

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14

Honess, Sandra. "Outsourcing — A legal perspective on contract critical success factors." Information Security Technical Report 1, no. 3 (January 1996): 57–58. http://dx.doi.org/10.1016/s1363-4127(96)90093-x.

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Rishi, Bikramjit, and Sita Mishra. "Training outsourcing in Indian telecom sector: critical success factors." International Journal of Indian Culture and Business Management 2, no. 6 (2009): 670. http://dx.doi.org/10.1504/ijicbm.2009.027183.

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Al‐Salti, Zahran, and Ray Hackney. "Factors impacting knowledge transfer success in information systems outsourcing." Journal of Enterprise Information Management 24, no. 5 (September 27, 2011): 455–68. http://dx.doi.org/10.1108/17410391111166521.

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17

Yu, Dae Beom, and Jay In Oh. "Influencing Factors on Outsourcing Success in the Defense Sector." Information Systems Review 18, no. 1 (March 31, 2016): 79–103. http://dx.doi.org/10.14329/isr.2016.18.1.079.

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Rhodes, Joan, Peter Lok, Wilson Loh, and Vincent Cheng. "Critical success factors in relationship management for services outsourcing." Service Business 10, no. 1 (August 31, 2014): 59–86. http://dx.doi.org/10.1007/s11628-014-0256-8.

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Jeong, BumSung, JungTaek Shim, and SangShik Lee. "The effects of outsourcing strategies and outsourcing partner selection factors on the success of outsourcing and BSC performance." Journal of the Korea Industrial Information Systems Research 18, no. 6 (December 31, 2013): 113–25. http://dx.doi.org/10.9723/jksiis.2013.18.6.113.

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Andresen, Ragnar, Knut Ekker, and Petter Gottschalk. "Critical success factors from outsourcing theories as determinants of leadership roles in IT outsourcing projects." International Journal of Management and Enterprise Development 4, no. 4 (2007): 477. http://dx.doi.org/10.1504/ijmed.2007.013158.

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Gonzalez, Reyes, Jose Gasco, and Juan Llopis. "Information systems outsourcing success factors: a review and some results." Information Management & Computer Security 13, no. 5 (December 2005): 399–418. http://dx.doi.org/10.1108/09685220510627287.

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Gottschalk, Petter, and Hans Solli‐Sæther. "Critical success factors from IT outsourcing theories: an empirical study." Industrial Management & Data Systems 105, no. 6 (August 2005): 685–702. http://dx.doi.org/10.1108/02635570510606941.

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Paudel, Sushil, and Vinish Kumar. "Critical Success Factors of Information Technology Outsourcing for Emerging Markets." Journal of Computer Science 17, no. 5 (May 1, 2021): 459–69. http://dx.doi.org/10.3844/jcssp.2021.459.469.

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Chun-Lai, Pei, Tomás F. Espino-Rodríguez, and Tom Baum. "Do relational norms matter in outsourcing relationships? Lesson learned from hotel sectors." Tourism Economics 25, no. 2 (August 28, 2018): 189–212. http://dx.doi.org/10.1177/1354816618794553.

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The study examines relational norms in outsourcing relationships. The study analyzes some factors that determine the use of relational norms, such as outsourcing benefits and the competitive strategy (cost leadership and differentiation). In addition, it analyzes the influence of the use of relational norms on the outsourcing success. Based on a sample of 127 outsourcing relationships in two tourist destinations, a partial least squares structural model was used to test the hypotheses. The findings show that the outsourcing benefits and competitive strategy determine the use of relational norms. They also show that there is a positive relationship between relational norms and outsourcing success. Some differences were found between the two destinations analyzed.

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Libby, Katherine A., and Dana M. Caudle. "A Survey on the Outsourcing of Cataloging in Academic Libraries." College & Research Libraries 58, no. 6 (November 1, 1997): 550–60. http://dx.doi.org/10.5860/crl.58.6.550.

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The authors conducted a survey on outsourcing of cataloging in academic libraries in order to determine the extent of outsourcing being done in academic libraries and the overall success of such projects. The survey instrument included questions about factors that might affect the decision to outsource, what reasons libraries had for outsourcing or not outsourcing, what was being outsourced, and how vendors were chosen. Libraries were also asked to evaluate the success of outsourcing projects. The results show that outsourcing of cataloging is not a strong trend in academic libraries, but that libraries which outsourced were generally pleased with results. There also seems to be a correlation between size of collection and number of new titles cataloged annually and the decision to outsource.

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Abd Wahab, Alawiyah, and Teh Piak San. "A Systematic Literature Review on Risk Factors in Software Development Outsourcing." International Journal of Engineering & Technology 7, no. 3.20 (September 1, 2018): 76. http://dx.doi.org/10.14419/ijet.v7i3.20.18984.

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Software development outsourcing has become a prevalent practice in the software industry. Organizations in both public and private sectors are adopting software development outsourcing in order to achieve lower cost and to access to skilled labour. However, it is widely recognized that outsourced software development projects involve risks and sometimes leads to undesirable consequences. Existing research in the software engineering and related areas have identified several risks in the software development outsourcing projects such as lack of communication and technical skills. The aim of this paper is to examine the literature on outsourced software development in order to identify some risks that could occur during the pre-contract, contract and post-contract phases of the outsourcing life cycle. It is anticipated that by understanding these risks, project managers could better manage them and subsequently increase the possibility of the success of outsourcing project. A systematic literature review of studies on software development outsourcing published in year 2005 to year 2015 was conducted. Of 41 studies consulted, 18 were concerned with outsourcing software development risk factors. The top three risk factors identified are lack of required technical skills and competencies (61%), lack of communication (44%) and poorly articulated requirements (44%).

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Sandhu, Maqsood Ahmad, Ahm Shamsuzzoha, and Petri Helo. "Does outsourcing always work? A critical evaluation for project business success." Benchmarking: An International Journal 25, no. 7 (October 1, 2018): 2198–215. http://dx.doi.org/10.1108/bij-06-2017-0146.

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Purpose The purpose of this paper is to deal with the importance and obstacles of outsourcing strategy in project business in terms of product development perspectives. This strategy is intrinsically analyzed and evaluated with respect to the strategic business environments. Design/methodology/approach The objective of this research is to analyze the advantages and limitations of the outsourcing that have been identified in prior studies. This research has attempted to investigate the performance implications of outsourcing strategies in terms of theoretical considerations and implementation perspectives. Findings In this study, the authors have presented a general overview of outsourcing strategies in terms of both light and dark sides of this approach. Various driving forces of outsourcing strategy along with critical success factors are articulated within project to product development perspectives. Research limitations/implications Future research could be continued to measure various performance variables such as productivity, sales, revenues, career opportunities, manifest in power struggles, change jobs, change organizational cultures, etc. in multiple case companies, which affect with the success or failure of outsourcing arrangements. Practical implications The term outsourcing is nowadays a widely known business strategy, where manufacturing firms share partly or fully of their production process with outside organizations or suppliers. The research approach as articulated within this paper would be beneficial for project business organizations and specially the product designers and project managers for planning and developing their strategic business potentials with respect to outsourcing and in-sourcing decisions. Originality/value In this paper a high-level decision-making model for outsourcing and a cause and effect type framework are demonstrated with a view to ease the decision-making process for the organizations managers.

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Lok, Ka, Alex Opoku, and David Baldry. "Design of Sustainable Outsourcing Services for Facilities Management: Critical Success Factors." Sustainability 10, no. 7 (July 3, 2018): 2292. http://dx.doi.org/10.3390/su10072292.

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Khan, S. U., M. Niazi, and R. Ahmad. "Empirical investigation of success factors for offshore software development outsourcing vendors." IET Software 6, no. 1 (2012): 1. http://dx.doi.org/10.1049/iet-sen.2010.0038.

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Gantman, Sonia, and Jane Fedorowicz. "Determinants and Success Factors of IT Outsourcing in the Public Sector." Communications of the Association for Information Systems 47, no. 1 (2020): 248–72. http://dx.doi.org/10.17705/1cais.04712.

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Lok, Ka Leung, Andrew Smith, Alex Opoku, and Charles Chen. "The Challenges of Sustainable Development on Facilities Management Outsourcing Services: An Investigation in Educational Facilities." Sustainability 13, no. 15 (July 21, 2021): 8156. http://dx.doi.org/10.3390/su13158156.

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(1) Background: Generally, firms are reluctant to report outsourcing failures, no matter what industry they operate within. To eliminate poor performance of outsourced service providers, it is necessary to establish a specific outsourcing relationship model for facilities management (FM). The purpose of this paper is to study the concept of outsourcing relationships in relation to FM and to investigate the design of the critical success factors on sustainable outsourcing strategies through a discussion of four dimensions (ownership of FM assets, control of FM assets, competitive position and long-term plan). (2) Methods: Based on two questionnaire surveys, data were collected from 38 clients and 34 service providers. The study evaluated the FM outsourcing strategies from critical success factors in educational facilities in Hong Kong. (3) Results: This study explains the impact of FM outsourcing strategies on Hong Kong’s four commonly outsourced FM contracts including building maintenance, security, cleaning and catering from the clients’ and service providers’ point of view. (4) Conclusions: This is the outsourcing way forward in order to create a better working environment conducive for all the parties that would result in better sustainability of FM’s future and thus impact the economic objectives of sustainable development, in parallel with adding social and environmental value.

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Smuts, Hanlie, Paula Kotzé, Alta Van der Merwe, and Marianne Loock. "Framework for Managing Shared Knowledge in an Information Systems Outsourcing Context." International Journal of Knowledge Management 13, no. 4 (October 2017): 1–30. http://dx.doi.org/10.4018/ijkm.2017100101.

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Both information systems (IS) outsourcing and knowledge management are well-established business phenomena. The integration of shared knowledge in an IS outsourcing arrangement, represents the blending of organisational knowledge with external knowledge sources. In an attempt to provide tactical mechanisms for creating and managing shared knowledge in organisations embarking on IS outsourcing arrangements, this article focuses on the design and application of a knowledge framework for IS outsourcing, with the purpose of guiding organisations in their knowledge exchange planning through concrete mechanisms, practical steps and validation. Key considerations for IS outsourcing is mapped to critical success factors, each associated with a set of knowledge requirements and knowledge flows to support the successful achievement of a specific critical success factor. An associated assessment tool was designed to identify knowledge exchange mechanisms and potential issues and gaps in current or future IS outsource arrangements.

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Fauziyya, Anisah Ulfah, Erry Rimawan, Tubagus Hendri Febriana, and Febri Winday. "Analysis Influence of Organizational Commitment, Job Satisfaction, and Work Stress on Turnover Intention of Outsourching Employee in Automotive Company at PT. XYZ." Volume 5 - 2020, Issue 8 - August 5, no. 8 (August 27, 2020): 569–75. http://dx.doi.org/10.38124/ijisrt20aug215.

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In an organization the role of human resources is a very important determining factor for the effectiveness and success of an organization in achieving its goals. But in reality, there are still many companies that use outsourching services. With the rise of the practice of outsourcing so far it is recognized to be more detrimental to workers because employment relations are always in the form of non-permanent or contractual contracts (fixed time contracts), lower wages, limited social security, lack of job security, and lack of career development guarantees. These factors make high turnover intention in PT XYZ. From every outsourching employee's complaints and based on data to the company, the authors indicate doubts about organizational commitment, job satisfaction, and work stress. The author uses questionnaires and interviews as a data collection tool and takes a sampling of the outsourching employee population. Then analyzed using the smartPLS application. The results showed that organizational commitment had a negative and significant effect on turnover intention, job satisfaction had a negative and significant effect on turnover intention and work stress had a positive and significant effect on the turnover intention of outsourcing employee in PT XYZ.

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Chen, Qiyang, and Binshan Lin. "Global outsourcing and its managerial implications." Human Systems Management 17, no. 2 (April 17, 1998): 109–14. http://dx.doi.org/10.3233/hsm-1998-17204.

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Our purpose in the paper is to provide a concrete framework to help managers rethink about global outsourcing and focus on how to manage the alliances to ensure its success in the global market. This paper discusses the driving factors for the global outsourcing and the opportunities exposed to information technology and information systems (IT/IS) society. Major issues that a developing country may face for improving its environment to be a bidding candidate in global outsourcing business are explored and strategies are suggested as well.

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Dinarjo, Tjiptogoro. "Peran Proses Pengadaan dan Kontrak dalam Rancang Bangun Operasional Teknologi Informasi Bank Sentral Melalui Sistem Outsourcing SDM." Transparansi Jurnal Ilmiah Ilmu Administrasi 6, no. 2 (March 6, 2018): 139–55. http://dx.doi.org/10.31334/trans.v6i2.38.

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The role of outsourcing is very strategic, therefore we needs to have an outsourcing system to optimally support the Information Technology (IT) services that are drived from and integrated with information system and business strategy. The objective of this research is to formulate a model of development of IT services through outsourcing system. This model expected to assist the management in making strategic Human Resources (HR) Policies in line with the institutional strategy and business. The specific objectives of research: analyzing the dominant factors affecting the development of IT services through outsourcing system; analyzing the relations between such factors with the outsourcing success to achieve prime services; analyzing the model forms of development; and producing the model of development. This Case study was conducted in BI, by applying the approach of integrated explorative, descriptive and explanatory researches, analysis for endogen and exogen variables by applying Structural Equation Modeling (SEM). Policy model was formulated based upon the SEM analysis’s result, then some verification and validation were done through Individual Depth Interview (IDI) and Focus Group Discussion (FGD). This study indicated that the key success factors of outsourcing system in supporting IT services are: (1). capability with indicators quality technical personnel, product efficiency, technical process, process management, quality control, service quality and project management; (2). procurement process with indicators: service quality, competition, cost, cooperation, and froud act; (3). contract with indicators: incentive, penalty, trust, preventing froud act, and cooperation; (4). outsourcing implementation with indicators: cooperation, sustainable expectation, partnership, investment intention, commitment and power client. But In this case, how ever focus analysis on: (1). procurement process with indicators: service quality, competition, cost, cooperation, and froud act; (2). contract with indicators: incentive, penalty, trust, preventing froud act, and cooperation:

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St. Amant, Kirk. "An Online Approach to Teaching International Outsourcing in Technical Communication Classes." Journal of Technical Writing and Communication 35, no. 2 (April 2005): 191–201. http://dx.doi.org/10.2190/h7mp-gjjh-1mhg-kph6.

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The growth of international online access has given rise to a new production method—international outsourcing—that has important implications for technical communication practices. Successful interactions within international outsourcing require individuals to understand how cultural factors could affect online interactions. Today's technical communication students therefore need to understand how factors of culture and media could affect the success with which they operate in international outsourcing activities. This article provides technical communication instructors with a series of Web-based exercises they can use to familiarize students with different aspects that can affect intercultural online interactions. It also provides a series of online resources students can use to enhance their understanding of cross-cultural communication in cyberspace.

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Väyrynen, Karin, and Marianne Kinnula. "Differences between success factors of IS quasi-outsourcing and conventional outsourcing collaboration: a case study of two Finnish companies." Electronic Markets 22, no. 1 (January 18, 2012): 49–61. http://dx.doi.org/10.1007/s12525-011-0079-6.

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George, Beena, Rudy Hirschheim, and Alexander von Stetten. "Through the lens of social capital: a research agenda for studying IT outsourcing." Strategic Outsourcing: An International Journal 7, no. 2 (June 10, 2014): 107–34. http://dx.doi.org/10.1108/so-12-2013-0025.

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Purpose – This paper proposes a new research agenda for information technology (IT) outsourcing,motivated by the belief that the social capital concept enables IT outsourcing researchers to capture more of the nuances of the client–vendor relationship in IT outsourcing arrangements. Design/methodology/approach – The paper builds a comprehensive framework of social capital based on Nahapiet and Ghoshal (1998) to examine the IT outsourcing life cycle. Past research on IT outsourcing is examined applying the parameters of the framework to identify issues that have been addressed in research on IT outsourcing and to uncover the gaps in past research. Findings – The social capital framework is applied to IT outsourcing which suggests new avenues for future outsourcing research. Research limitations/implications – While past research has identified success factors for IT outsourcing, a significant number of outsourcing arrangement still fail to meet expectations. The research agenda presented in this paper encourages an examination of IT outsourcing from a different perspective to determine how to successfully manage IT outsourcing. Originality/value – The paper provides a new framework that is useful for identifying the relationships among past research in IT outsourcing as well as for identifying potential topics for future research.

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Kesner, Richard M., and Rafael Ruiz Castillo. "The Outsourcing of Information Technology Services: A Consideration of Options and Success Factors." i-manager’s Journal on Management 1, no. 3 (February 15, 2007): 20–29. http://dx.doi.org/10.26634/jmgt.1.3.385.

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Vinaja, Robert. "Risks, Relationships, and Success Factors in IT Outsourcing: A Study in Large Companies." Journal of Global Information Technology Management 23, no. 2 (April 2, 2020): 169–70. http://dx.doi.org/10.1080/1097198x.2020.1752076.

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Agrawal, Soni, Kishor Goswami, and Bani Chatterjee. "Factors Influencing Performance of ITES Firms in India." Information Resources Management Journal 25, no. 4 (October 2012): 46–64. http://dx.doi.org/10.4018/irmj.2012100103.

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Firms from developed countries are increasingly offshore outsourcing services to developing countries to have cost as well competitive advantages. Although this is a growing practice, there has been limited empirical attention in understanding the outsourcing phenomenon, particularly from the perspective of service provider firms that execute important business processes for their overseas clients. Despite growing trends to outsource, only a few service provider firms report success. This puts the service provider firms under increasing pressure to add value and improve quality of relationship. They have to depend not only on tangible factors but some intangible factors also play an important role in their performance. In this paper, the authors try to find out factors that influence performance of service provider firms. Multiple regressions using four indicators of firm performance are carried out to see the influence of certain factors on information technology enabled service (ITES) firms’ performance.

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Modiri, Mahmoud, and Mohammad Dashti. "Strategic Decision Making for Outsourcing Information Systems with a Fuzzy Multi-criteria Decision-Making Approach." International Journal of Emerging Research in Management and Technology 6, no. 8 (June 25, 2018): 6. http://dx.doi.org/10.23956/ijermt.v6i8.112.

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Today, IS supplier selection is one of the most critical steps in the outsourcing process; the success of outsourcing is highly dependent on the selection of IS suppliers. This paper proposes a new hybrid fuzzy multi-criteria decision-making (MCDM) model, which uses decision-making trial and evaluation laboratory (DEMATEL) technique, analytic network process (ANP), and Vlse Kriterijumska Optimizacija I Kompromisno Resenje(VIKOR) to evaluate four potential suppliers using seven factors and five decision makers using a realistic case study. the results showed that Service support is importance for outsourcing. The proposed model can help practitioners improve their decision making process.

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Mukherjee, Santanu. "Collaborative governance strategies for a strategic offshore IT outsourcing engagement." Journal of Global Operations and Strategic Sourcing 10, no. 2 (June 19, 2017): 255–78. http://dx.doi.org/10.1108/jgoss-11-2016-0037.

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Purpose This research study aims to establish the significance of collaborative governance practices in creating higher business value from an offshore IT outsourcing (ITO) relationship. Design/methodology/approach At the outset, a Delphi technique identifies the most significant ITO success criteria from a prescribed list, which is the outcome of a review and analysis of existing research articles. Subsequently, an empirical survey captures the perceptions of provider-side middle level professionals to prioritize these significant success criteria, which are the outcome of the Delphi study. Statistical analysis of the prioritized success criteria delivers a set of success factors, which forms the basic building blocks to formulate a set of offshore governance strategies. A real-life case evidence shows the practicability of implementing the proposed strategies underlining the similar practices taken up in the past. Findings A set of strategies and best practices for establishing collaborative governance mechanisms within a strategic offshore ITO. Research limitations/implications This research study captures the perspectives of Indian service providers only. Originality/value This comprehensive study helps the contractual parties harness and augment the positive impacts of success factors in implementing superior contractual, relational and performance governance strategies within a strategic ITO initiative. A collaborative program management mechanism ensures the fruitful implementation of proposed strategies with the active support of top management of contractual parties. Consequently, the proposed strategies help offshore providers assess and augment their service capabilities for higher business efficiency and value creation.

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Duhamel, Francois, Isis Gutiérrez-Martínez, Sergio Picazo-Vela, and Luis Felipe Luna-Reyes. "The Key Role of Interfaces in IT Outsourcing Relationships." International Journal of Information Technologies and Systems Approach 5, no. 1 (January 2012): 37–56. http://dx.doi.org/10.4018/jitsa.2012010103.

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Many IT outsourcing operations fail, and when they do not fail they often impose renegotiations over the life of the contract between outsourcers and service providers. Possible remedies include the improvement of knowledge-sharing processes over organizational boundaries between partners, who may learn more about the problems that occur while looking at possible solutions together. Ensuring the right flow of knowledge in the two directions is central to the success of IT outsourcing operations, particularly in the transition stage of the relationship. However, these solutions do not fully acknowledge the different interrelationships between the main factors affecting knowledge transfer in outsourcing relationships in a dynamic way. In this paper, previous research on modeling knowledge-sharing across boundaries is applied to IT outsourcing contracts during the transition phase of the IT outsourcing relationship. Simulation experiments suggest that four reinforcing processes play key roles in the progress of the outsourcing relationship: trust, outsourcers’ and providers’ knowledge, commitment, and interfacing.

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Willcocks, Leslie R., and Wendy L. Currie. "Contracting Out Information Technology in Public Sector Contexts: Research and Critique." Journal of Management & Organization 3, no. 2 (March 1997): 34–49. http://dx.doi.org/10.1017/s1833367200005897.

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AbstractThe growing trend towards IT outsourcing within the United Kingdom (UK) public sector is analysed. Factors influencing the degree of success experienced in a range of IT outsourcing deals are detailed, and then used as a framework for analysing and discussing two case histories — of selective and large-scale IT outsourcing — drawn from different parts of the public sector. Both examples demonstrate how distinctive public sector contexts influence the direction and degree of outsourcing. At the same time, they highlight a range of managerial and organisational issues raised by moves towards contractual, core competence forms of organising. Selective outsourcing is revealed as effective provided key decisions and actions are taken. The large-scale outsourcing case raises a number of critical issues not just for how it can be conducted in public sector contexts, but also about the efficacy of such arrangements in terms of cost savings, possible over-dependence on a few suppliers, and ability to respond flexibly to changing political requirements and legislation.

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Willcocks, Leslie R., and Wendy L. Currie. "Contracting Out Information Technology in Public Sector Contexts: Research and Critique." Journal of the Australian and New Zealand Academy of Management 3, no. 2 (March 1997): 34–49. http://dx.doi.org/10.5172/jmo.1997.3.2.34.

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AbstractThe growing trend towards IT outsourcing within the United Kingdom (UK) public sector is analysed. Factors influencing the degree of success experienced in a range of IT outsourcing deals are detailed, and then used as a framework for analysing and discussing two case histories — of selective and large-scale IT outsourcing — drawn from different parts of the public sector. Both examples demonstrate how distinctive public sector contexts influence the direction and degree of outsourcing. At the same time, they highlight a range of managerial and organisational issues raised by moves towards contractual, core competence forms of organising. Selective outsourcing is revealed as effective provided key decisions and actions are taken. The large-scale outsourcing case raises a number of critical issues not just for how it can be conducted in public sector contexts, but also about the efficacy of such arrangements in terms of cost savings, possible over-dependence on a few suppliers, and ability to respond flexibly to changing political requirements and legislation.

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Svejvig, Per, and Jan Pries-Heje. "Enterprise Systems Outsourcing “Behind the Curtain”." International Journal of Enterprise Information Systems 7, no. 1 (January 2011): 1–17. http://dx.doi.org/10.4018/jeis.2011010101.

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Outsourcing is now a feasible means for enterprise systems (ES) cost savings, but does however increase the complexity of coordination substantially when many organizations are involved. We set out to study ES outsourcing in a large Scandinavian high-tech organization, SCANDI, a case setting with many inter-organizational partners, trying to answer the question: Why does SCANDI engage in these very complex outsourcing arrangements? To answer this question we have analyzed documents, observed meetings and gathered data from interviews in four parts of SCANDI. The first data analysis found just the rational front stage cost-saving explanation; but then, with a more careful analysis focusing on institutional factors, other backstage explanations “behind the curtain” were uncovered, such as management consultants with a “best practice” agenda, people promoting outsourcing, thereby being promoted themselves, and a belief in outsourcing as a “silver bullet”: a recipe to success, solving everything

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Ali, Sikandar, Li Hongqi, Siffat Ullah Khan, Yang Zhongguo, and Zhu Liping. "Success Factors for Software Outsourcing Partnership Management: An Exploratory Study Using Systematic Literature Review." IEEE Access 5 (2017): 23589–612. http://dx.doi.org/10.1109/access.2017.2764946.

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Prajapati, Himanshu, Ravi Kant, and Sandeep Mani Tripathi. "An integrated framework for prioritizing the outsourcing performance outcomes." Journal of Global Operations and Strategic Sourcing 13, no. 4 (May 8, 2020): 301–25. http://dx.doi.org/10.1108/jgoss-06-2019-0047.

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Purpose Outsourcing is a crucial tool for an organization to focus on its core business operations. The purpose of this study is to find critical success factors (CSFs) of outsourcing and to prioritize the performance outcomes of outsourcing because of the adoption of its CSFs. Design/methodology/approach This research proposes the hybrid framework of fuzzy Delphi, fuzzy analytic hierarchy process (F-AHP) and fuzzy additive ratio assessment (F-ARAS) to fulfill the research objectives. Fuzzy Delphi is used to finalize the CSFs of outsourcing and F-AHP provides the relative weights to it. F-ARAS is used to prioritize the outsourcing performance indicators with respect to CSFs. The empirical case investigation of three Indian large-scale public sector process industries is conducted to demonstrate the applicability of the proposed framework. Findings The result shows that increased dominance in core activity, ability to increase or decrease capacity, improved financial performance, optimized resource utilization and increased market share are the top five performance outcomes because of the adoption of outsourcing CSFs. Research limitations/implications Factors such as cultural, political, environmental and size of the organization may have a significant implication on the research results. Originality/value This is a novel approach towards the prioritization of performance outcomes of outsourcing. Moreover, the present research is a helpful tool to manage outsourcing and choosing which performance outcome of outsourcing ought to be used to measure implementation. This will help to recognize potential opportunities and preparing strategic planning for both short-term and long-term goals.

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Duhamel, Francois, Isis Gutiérrez-Martínez, Sergio Picazo-Vela, and Luis Luna-Reyes. "IT outsourcing in the public sector: a conceptual model." Transforming Government: People, Process and Policy 8, no. 1 (March 17, 2014): 8–27. http://dx.doi.org/10.1108/tg-05-2013-0012.

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Purpose – The purpose of this article is to propose a theoretical model explaining information technology outsourcing performance in the public sector as well as a set of empirically testable propositions to improve the understanding of key determinants of success. Design/methodology/approach – Based on Fountain ' s technology enactment framework, the authors integrated inter-organizational factors, such as trust, knowledge sharing, and quality of outsourcing interfaces, in the model and added organizational culture alignment between service providers and public administration to enhance Fountain ' s original framework. Findings – The authors proposed 17 empirically testable propositions to establish the relationships between key variables in IT outsourcing projects in the public sector. Research limitations/implications – The proposed model provides guidance for future research aimed at advancing knowledge of IT outsourcing. Originality/value – The contribution lies in the development of specific variables, such as trust, knowledge, and organizational culture, which are related to building an outsourcing relationship and are used as determinants of the quality of organizational interfaces between public bureaucracies and IT outsourcing providers.

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