Managerial perspectives on risk and risk taking
Management Science
A transaction cost approach to outsourcing behavior: some empirical evidence
Information and Management
Predicting e-services adoption: a perceived risk facets perspective
International Journal of Human-Computer Studies - Special issue on HCI and MIS
Generalizing Generalizability in Information Systems Research
Information Systems Research
The Sourcing Of Application Software Services: Empirical Evidence Of Cultural, Industry And Functional Differences (Information Age Economy)
Utility computing SLA management based upon business objectives
IBM Systems Journal
A transaction cost model of IT outsourcing
Information and Management
Information systems outsourcing: a survey and analysis of the literature
ACM SIGMIS Database
The effects of perceived risk and technology type on users' acceptance of technologies
Information and Management
The Choice of Sourcing Mechanisms for Business Processes
Information Systems Research
Motives for establishing shared service centers in public administrations
International Journal of Information Management: The Journal for Information Professionals
Information Resources Management Journal
Information about information: a taxonomy of views
MIS Quarterly
Opportunities and risks of software-as-a-service: Findings from a survey of IT executives
Decision Support Systems
Journal of Database Management
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We developed a model of the adoption of business process outsourcing (BPO) based on risk-benefit analysis. The model was tested in the German banking industry in four areas of transaction processing. Our results showed that, in general, perceived BPO benefits have a substantially stronger impact on intention to increase the level of BPO than perceived risks. However, the experience that banks have with the BPO process, [whether already decided on BPO (Pro), still in the pre-decision phase (Neutral), or opted against BPO (Contra)], moderated the impact of factors affecting the perceived risks and benefits of BPO. Banks that opted for BPO were mostly driven by a desire to focus on their core business while considering financial risks. Banks in the neutral position had the most balanced view of risks and benefits, mainly financial and performance ones, and also focusing on the core business and increased business process performance. Those banks that decided against BPO mostly focused on benefits while the perceived risks were mostly formed by strategic and performance risks rather than financial ones. The results point out the path dependencies of the BPO decision.