Beyond the Information Systems Outsourcing Bandwagon: The Insourcing Response
Beyond the Information Systems Outsourcing Bandwagon: The Insourcing Response
HICSS '01 Proceedings of the 34th Annual Hawaii International Conference on System Sciences ( HICSS-34)-Volume 8 - Volume 8
Information systems outsourcing: a survey and analysis of the literature
ACM SIGMIS Database
EEE '05 Proceedings of the 2005 IEEE International Conference on e-Technology, e-Commerce and e-Service (EEE'05) on e-Technology, e-Commerce and e-Service
Internalization in Technology Innovation: A Case of CRM Adoption
HICSS '06 Proceedings of the 39th Annual Hawaii International Conference on System Sciences - Volume 06
Proceedings of the 2007 ACM SIGMIS CPR conference on Computer personnel research: The global information technology workforce
Evolving standards for IT service management
IBM Systems Journal
Information and Software Technology
Critical factors for the expansion of broadband in developing countries: The case of Peru
Telecommunications Policy
PROFES'12 Proceedings of the 13th international conference on Product-Focused Software Process Improvement
IS development/IT operations alignment in system development projects: a multi-method research
International Journal of Business Information Systems
An Integrated Security Governance Framework for Effective PCI DSS Implementation
International Journal of Information Security and Privacy
Taking a Byte of Telephony Costs: UAA Migrates to VoIP
Journal of Cases on Information Technology
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A growing number of organizations are implementing the ITIL (IT Infrastructure Library) “best practice” framework in an attempt to improve their IT service management processes. However, not all ITIL implementations are successful and some companies have been disappointed with the outcomes. This exploratory research reports on four case studies of “successful” implementations of IT service management using the process-based ITIL V2 framework. Two companies are located in the U.S. and two in Australia. The cases demonstrate a mix of implementation justifications and strategies. Critical success factors (CSFs) suggested in the literature are compared against those attributed to these successful ITIL implementations. Some CSFs, including executive management support, interdepartmental communication and collaboration, use of consultants, training and careful software selection are confirmed. Three new CSFs are identified: creating an ITIL-friendly culture, process as a priority, and customer-focused metrics. Practitioner guidelines, to assist IT managers, who are contemplating adopting ITIL for process improvement and organisational transformation, are also provided together with some challenges encountered and their associated resolutions.