An interpretive investigation of the information systems outsourcing phenomenon
An interpretive investigation of the information systems outsourcing phenomenon
Beyond the Information Systems Outsourcing Bandwagon: The Insourcing Response
Beyond the Information Systems Outsourcing Bandwagon: The Insourcing Response
Information Systems Outsourcing; Myths, Metaphors, and Realities
Information Systems Outsourcing; Myths, Metaphors, and Realities
Understanding qualitative data: a framework of text analysis methods
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Information Systems Outsourcing by Large American Industrial Firms: Choices and Impacts
Information Resources Management Journal
Managing vendor-client expectations in IT outsourcing: a psychological contract perspective
ICIS '99 Proceedings of the 20th international conference on Information Systems
ICIS '00 Proceedings of the twenty first international conference on Information systems
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Communications of the AIS
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A relationship perspective on IT outsourcing
Communications of the ACM - Mobile computing opportunities and challenges
In their own words: CIO visions about the future of in-house IT organizations
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A public sector case study on evaluating and managing the benefits of IS/IT
Technologies & methodologies for evaluating information technology in business
Information technology outsourcing in Australia
Advanced topics in information resources management
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Information systems outsourcing: a survey and analysis of the literature
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IS Outsourcing management competence dimensions: instrument development and relationship exploration
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An investigation of factors that influence the duration of IT outsourcing relationships
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Proceedings of the 2007 ACM SIGMIS CPR conference on Computer personnel research: The global information technology workforce
Does IT outsourcing create firm value?
Proceedings of the 2007 ACM SIGMIS CPR conference on Computer personnel research: The global information technology workforce
An examination of the trade-off between internal and external IT capabilities
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Using a hybrid multi-criteria decision aid method for information systems outsourcing
Computers and Operations Research
Optimizing vendor selection in a two-stage outsourcing process
Computers and Operations Research
Journal of Management Information Systems
Journal of Management Information Systems
Journal of Management Information Systems
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Journal of Management Information Systems
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Information Systems Frontiers
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A review of the IT outsourcing literature: Insights for practice
The Journal of Strategic Information Systems
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Journal of Management Information Systems
An Empirical Analysis of Contract Structures in IT Outsourcing
Information Systems Research
IS outsourcing management competence dimensions: instrument development and relationship exploration
Information and Management
An exploratory study into factors of service quality for application service providers
Information and Management
Contractual Provisions to Mitigate Holdup: Evidence from Information Technology Outsourcing
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Applications of real option analysis to vendor selection process in IT outsourcing
International Journal of Information Systems and Change Management
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Information Systems Frontiers
Using process mining to identify coordination patterns in IT service management
Decision Support Systems
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The Journal of Strategic Information Systems
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The Journal of Strategic Information Systems
The Journal of Strategic Information Systems
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Decision Support Systems
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Journal of Management Information Systems
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Journal of Management Information Systems
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Information Systems Research
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Decision Support Systems
A multi-level investigation of information technology outsourcing
The Journal of Strategic Information Systems
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Information Technology Outsourcing in Australia
Information Resources Management Journal
Information Resources Management Journal
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Organizational Learning and Capabilities for Onshore and Offshore Business Process Outsourcing
Journal of Management Information Systems
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Journal of Management Information Systems
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Toward an understanding of the nature and conceptualization of outsourcing success
Information and Management
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Following Kodak's landmark information technology (IT) outsourcing decisions in 1989, the IT outsourcing market grew to 76 billion dollars in 1995. As the outsourcing market continues to grow and as new contracting options emerge, the accumulated experiences of firms offer significant opportunities for learning. This paper builds on a previous collection of data on 61 IT sourcing decisions made in 40 U.S. and U.K. organizations during the period 1991 to 1995. This paper reanalyzed transcribed interviews from 145 participants. Using "expected cost savings achieved" as an indicator of success, five best practices were identified in the case companies. First, selective outsourcing decisions had higher success rates than total outsourcing or total insourcing decisions. Second, senior executives and IT managers who made decisions together had higher success rates than either stakeholder group acting alone. Third, organizations that invited both internal and external bids had higher success rates than organizations that merely compared external bids with current IT costs. Fourth, short-term contracts achieved higher success rates than long-term contracts. Fifth, detailed fee-for-service contracts had higher success rates than other types of fee-for-service contracts. The critical elements of three contracting models are described: fee-for-service contracts, strategic alliances/ partnerships, and buying-in of vendor resources. When the practices generated from the case studies are compared with current practices, we begin to understand which practices are proving robust and why new practices emerge. For example, in the participating companies, the rhetoric of a "partnership" was misused to describe contracts that are actually fee-for-service contracts. Today, practitioners who understand the inherent conflicts in fixed fee-for-service contracts are demanding what they perceive to be more favorable contracting options, such as flexibly priced contracts, performance-based contracts, and strategic alliances based on shared risks and rewards. This analysis reconciles some of the apparent discrepancies in past findings about the best ways to source IT.