The impact of information systems on organizations and markets
Communications of the ACM
A strategic analysis of electronic marketplaces
MIS Quarterly - Special issue on the strategic use of information systems
Journal of Management Information Systems
Electronic markets and electronic hierarchies
Communications of the ACM
Beyond the productivity paradox
Communications of the ACM
Decision Support Systems - Special issue on economics of electronic commerce
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
Research Report. Can Edi Benefit Adopters?
Information Systems Research
The Impact of E-Commerce Announcements on the Market Value of Firms
Information Systems Research
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Impacts of the electronic marketplace on transaction cost and market structure
International Journal of Electronic Commerce - Special section: Diversity in electronic commerce research
International Journal of Electronic Commerce
Electronic markets and electronic governments
International Journal of Electronic Commerce
Impact of information systems outsourcing: a study of Indian banking sector
International Journal of Business Information Systems
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In this work, we attempt to show how operations researchers can effectively manage the production costs of computing services. The thesis of this paper is that an outsourcing firm, by virtue of the fact that it manages the IT function for multiple firms, is privileged to information not available to the focal firm. We derive the conditions under which this privileged information allows the partner firm to construct superior incentives for its employees, resulting in superior IT management. Further, we detail the circumstances under which outsourcing will not provide additional benefit, and what sorts of partners are likely to provide the greatest benefit. The two main findings are that for low levels of uncertainty, both in-house and relational management are equally acceptable. However, as uncertainty increases, the value of relational management increases. Conclusions are drawn and extensions are proposed, related to economies of scale and transactions costs.