Shaping the future: business design through information technology
Shaping the future: business design through information technology
A transaction cost approach to outsourcing behavior: some empirical evidence
Information and Management
A two-level investigation of information systems outsourcing
Communications of the ACM
IT outsourcing as strategic partnering: the case of the UK inland revenue
European Journal of Information Systems
The relationship advantage: information technologies, sourcing, and management
The relationship advantage: information technologies, sourcing, and management
A resource-based analysis of IT sourcing
ACM SIGMIS Database
Management Information Systems
Management Information Systems
Global Information Technology Outsourcing: In Search of Business Advantage
Global Information Technology Outsourcing: In Search of Business Advantage
Corporate Information Systems Management: Text and Cases
Corporate Information Systems Management: Text and Cases
Information Systems Research
Journal of Management Information Systems
The effect of service quality and partnership on the outsourcing of information systems functions
Journal of Management Information Systems
Information Systems Outsourcing: Enduring Themes, New Perspectives and Global Challenges
Information Systems Outsourcing: Enduring Themes, New Perspectives and Global Challenges
Creating Better Governance of Offshore Services
Information Systems Management
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Growth in IS outsourcing spurred research in the area that spans many perspectives but contains contradictory findings. Inconsistent findings raise confusion and doubt, leaving managers uncertain about IS sourcing directions and researchers unclear about theoretical perspectives relevant to IS sourcing.We argue that the concept of equifinality accounts for much of this confusion. Equifinality suggests that, in the struggle to match conflicting functional demands with structural options, many equally viable alternatives may exist. For IS sourcing, this means that different sourcing choices can be leveraged producing similar IS capabilities. Thus, embracing equifinality requires that we understand more fully the complexities in the IS function and in the range of sourcing options available. We argue, as well, that the existence of multiple paths raises the importance of implementation and execution issues.Illustrating the complexities of the IS function, we outline several IS function elements, including IT resources, IS activities and IS strategy. An IS-Business Partnering framework is then presented demonstrating the multiplicity of partnering options, situating sourcing as one aspect. We conclude with several company illustrations showing these multiplicities for successful company outcomes.For IS sourcing researchers, equifinality holds important implications. No longer can we afford to view the IS function as a homogeneous entity nor can we limit our scope to a narrow range of sourcing and partnering options. More than one path exists to achieve a particular outcome. Hence, the pursuit in IS sourcing research can no longer be for one good answer but for a few good answers.