Information and Management
Decision Support Systems - Knowledge management support of decision making
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Assessing the Risk of IT Outsourcing
HICSS '98 Proceedings of the Thirty-First Annual Hawaii International Conference on System Sciences-Volume 6 - Volume 6
HICSS '04 Proceedings of the Proceedings of the 37th Annual Hawaii International Conference on System Sciences (HICSS'04) - Track 8 - Volume 8
The move to outsourced IT projects: key risks from the provider perspective
Proceedings of the 2005 ACM SIGMIS CPR conference on Computer personnel research
Game theory perspectives on client: vendor relationships in offshore software outsourcing
Proceedings of the 2006 international workshop on Economics driven software engineering research
Management Information Systems: Managing the Digital Firm (10th Edition)
Management Information Systems: Managing the Digital Firm (10th Edition)
Conceptual framework on risk management in IT outsourcing projects
WSEAS Transactions on Information Science and Applications
| Hi-index | 0.00 |
Due to the advancement of technology, organizations depends more and more on information technology in order to stay competitive. Thus, there is an increase of IT outsourcing (ITO) activities especially for a non IT companies. There are many types of IT outsourcing namely complete outsourcing, facility management outsourcing and system integration outsourcing. Many of these outsourcing projects are reported facing with risk due to the technology and market shift when exercising ITO. This include loss of knowledge when the outsourcing consumer (OSC) are left with little or no knowledge on the product developed, implemented and maintained by the outsourcing service provider (OSP). Thus, this paper addresses the importance to protect and ensure the organizational knowledge is transferred and shared throughout the organization in order to stay competitive. In doing so, some influencing factors were identified in the success of knowledge transfer processes (KTP) within the context of ITO environments. Seventeen attributes are proposed based upon the predetermined key factors. The key factors are Knowledge provider (vendor), Knowledge to be transfer, Knowledge Receiver (client) and the Knowledge Infrastructure. In order to validate the framework, data are collected using survey and later statistically analyzed. The refined framework incorporating best practices yielded four key factors with two influencing attributes specified for the first factor, three influencing attribute for the second factor, two attributes for the third factor and six attributes for the fourth factor. This framework can be seen as an integration of several important elements involved in KTP, which need to be considered as an important aspect in facilitating KTP in an ITO environment.