Global disaggregation of information-intensive services
Management Science
Quality awards and the market value of the firm: an empirical investigation
Management Science
Stochastic frontier analysis
Using e-CRM for a unified view of the customer
Communications of the ACM - Digital rights management
Success in High-Technology Markets: is Marketing Capability Critical?
Marketing Science
Information Systems Research
The Long-Run Stock Price Performance of Firms with Effective TQM Programs
Management Science
Information systems outsourcing: a study of pre-event firm characteristics
Journal of Management Information Systems
Market reactions to E-business outsourcing announcements: an event study
Information and Management
Information Systems Research
Value Implications of Investments in Information Technology
Management Science
Journal of Management Information Systems
Expertise and Collaboration in the Geographically Dispersed Organization
Organization Science
Is the World Flat or Spiky? Information Intensity, Skills, and Global Service Disaggregation
Information Systems Research
Information Systems Research
Information Systems Research
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One central business activity that companies increasingly outsource is the information systems IS function. Previous research has shown that outsourcing of back-office IS generally has a positive effect on shareholder value of the outsourcing firm. Much less is known about the performance implications of outsourcing of another important IS function, namely, front-office customer relationship management CRM systems, where the vendor uses its own personnel and software to perform several CRM tasks. Previous, largely anecdotal evidence shows that the performance implications of outsourcing CRM range from very negative to very positive. To address this unsatisfactory state of knowledge, we provide and empirically test a contingency perspective on the performance implications of outsourcing CRM processes. We do so using the event-study methodology. The results are largely consistent with our contingency model. CRM outsourcing is more beneficial to firms that are high on information technology capabilities and low on marketing capabilities, and less beneficial when it concerns presales CRM. Similarly, although vendor economic distance has a positive influence on the outsourcing firm's shareholder value, vendor cultural distance has a negative influence. These effects are in turn significantly moderated by the type of CRM process outsourced. This paper was accepted by Sandra Slaughter, information systems.