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Auflistung nach Schlagwort "outsourcing"

1 - 10 von 10
  • Zeitschriftenartikel
    A tale of two outsourcing contracts
    (Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Aubert, Benoit A.; Patry, Michel; Rivard, Suzanne
    This study analyzes two extreme outsourcing situations. In the first case, contractual problems derailed the original agreement and precipitated a disastrous divorce. In the second case, the strategic alliance between the firm and its suppliers was supported by governance mechanisms that paved the way to a successful and harmonious relationship. Agency theory provides a conceptual background for analyzing the cases. Lessons are drawn from the experiences of the firms studied, and recommendations are made for the design of outsourcing contracts that curb contractual opportunism.
  • Konferenzbeitrag
    Developing a framework for analyzing IS/IT backsourcing
    (AIM 2006 – Information Systems and Collaboration: State of the Art and Perspectives (AIM), 2006) Akoka, Jacky; Comyn-Wattiau, Isabelle
    Companies implementing an IS/IT backsourcing strategy (i.e. bringing IT functions back in-house after they have been outsourced) aiming at increasing operational effectiveness may face several problems. In this paper, we develop a framework characterizing backsourcing as an organizational innovation. We offer a set of propositions on the adoption of a backsourcing strategy. This framework recognizes the role that social context and organizational action plan play in the adoption of IS/IT backsourcing. It serves to clarify why organizations backsource and to understand the antecedent of backsourcing, especially the outsourcing decision. Several hypotheses try to explain the backsourcing decision. The framework has value for both researchers and practitioners. Two major issues are raised in this paper: 1) development of a framework allowing us to understand companies' backsourcing decisions, 2) development of a set of hypotheses aimed at validating the framework. The backsourcing framework is based on innovation. The fundamental hypothesis of our work supposes that a backsourcing decision is based on an innovation process, taking into account the social context as well as the organizational actions. It has been validated on a limited set of data.
  • Zeitschriftenartikel
    ICT and operations outsourcing in banking
    (Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Lancellotti, Roberto; Schein, Oliver; Spang, Stefan; Stadler, Volker
    Outsourcing of ICT (Information and communications technology) and Operations services has reappeared on the agenda of top management in European banking. As a contribution to this important topic, McKinsey & Company has carried out a comprehensive survey, based primarily on 70 interviews with executives of banks and providers.Key topics analyzed are: the relevance of outsourcing to address current challenges in banking; the value created by outsourcing and the barriers to its successful implementation; the degree of viability of outsourcing across specific services and functions; and likely developments in the outsourcing market. In addition, industry best practices have been collected and synthesized.
  • Zeitschriftenartikel
    Interpretation des Sourcings der Informationsverarbeitung: Hintergründe und Grenzen ökonomischer Einflussgrößen
    (Wirtschaftsinformatik: Vol. 45, No. 5, 2003) Dibbern, Jens; Heinzl, Armin; Leibbrandt, Silvia
    This article aims to develop a more profound understanding of the heterogeneous behaviour in the field of Information Systems (IS) Outsourcing in German organizations. Based on multiple case studies in the German Manufacturing Industry, it demonstrates that resource deficits serve as an overriding contingency for the outsourcing decision. However, specific knowledge on internal business processes may lead to production cost advantages for the firm and, thus, inhibits the outsourcing of IS functions. Furthermore, cultural variables like distrust and sociability serve as additional contingencies for explaining heterogeneous outsourcing patterns.
  • Zeitschriftenartikel
    IT sourcing reflections
    (Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Lacity, Mary; Willcocks, Leslie
    For more than a decade, the authors have studied the best, worst, and emerging information technology sourcing practices in 543 large and small organizations world-wide. From an initial focus on cost reduction in the early 1990s, the authors found that customers now expect many business advantages from IT outsourcing, including better service, infusion of new technology, transformation of fixed IT budgets to variable IT budgets, improved business processes, and even increased revenues. In short, customers expect IT outsourcing to transform IT functions into lean, dynamic groups that respond quickly to business needs and opportunities. But how do customers actually achieve such business advantage? Customers must become adept at managing four continual processes to successfully exploit IT outsourcing: Assess the in-house IT portfolio to determine which activities are best outsourcedEvaluate market options for the best sourcing models and best suppliers to achieve customer objectives, ranging from simple ASP provision to the creation of customer-supplier joint venturesCraft contracts to align customer and supplier expectations and incentives; andContinually manage supplier relationships. Major supplier lessons are also identified, which call for superior supplier integrity in selling, negotiating, and delivering IT services. The overall lesson is that outsourcing can achieve significant results, but it requires new management capabilities.
  • Zeitschriftenartikel
    Outsourcing, ASP und Managed Services
    (Wirtschaftsinformatik: Vol. 45, No. 6, 2003) Knolmayer, Gerhard; Mittermayer, Marc-André
    In this paper we provide an overview about information which can be retrieved about “outsourcing” from the Web. We show that some terms related to outsourcing should also be considered. The supply of information is dominated by service providers and consultancies and by media companies providing portals and specialized online journals.
  • Zeitschriftenartikel
    PBroker und Contracker — Web-gestützte Plattformen für das Management von Freelancern und das Vertragsmanagement
    (Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Wägli, Daniel; Knolmayer, Gerhard F.
    The Internet may change existing structures of value chains and outsourcing relationships and lead to disintermediation, reintermediation, and metamediation. In this paper we describe PBroker, a web-based external service which supports the procurement and administration of freelancer services. Based on a description of the freelancer market, the functionalities of the PBroker platform are described. We discuss the business model of and present experiences with the system. One of the tasks supported by the PBroker system is the management of freelancer contracts. This contract management module has recently been enlarged to a system called „ConTracker“ which supports the management of all types of contracts by structured documentation of contractual issues and alert mechanisms for time-dependent events.
  • Konferenzbeitrag
    Quality evaluation in information systems outsourcing
    (AIM 2006 – Information Systems and Collaboration: State of the Art and Perspectives (AIM), 2006) Kalb Roses, Luís; Hoppen, Norberto; Ballaz, Bernard; Melle Freire, Karine
    The aim of this study is to assess quality perception of information system (IS) services outsourced by a large Brazilian bank, both from a technical (results) as well as from a functional (process, relationship) dimension. It is used the SERVPERF instrument from the SERVQUAL model, which has its structure assessed. SERVPERF is suitable for service quality evaluation. The results revealed unsatisfactory quality of the services outsourced, the structure of processes directed to the management of the client-supplier relationship is deficient, and the SERVQUAL model's structure requires modifications to improve its applicability to the IT outsourcing context.
  • Zeitschriftenartikel
    Scoring- und beidseitige Due-Diligence-Prozesse im Rahmen der Lieferantenauswahl beim Infrastrukturoutsourcing
    (Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Lassig, Peter; Lamberti, Hermann-Josef; Jochum, Clemens
    Scoring and double-sided due diligence processes employed with vendor selection for IT infrastructure outsourcingOutsourcing opens the procurement of semi-finished products from business partners that are able to provide the respective processes in the required quality but at lower prices, e. g. because of bundling effects and specialization advantages. In particular, services that are not based on core-processes of an enterprise are well-suited for outsourcing.The evaluation of IT service outsourcing is difficult, because of its strategic position in enterprises. Against this background, this article describes a method to select a suitable vendor for IT infrastructure outsourcing employing scoring and double-sided due diligence processes. Our findings are based on experiences when selecting the vendor for outsourcing the European Information Technology Infrastructure (IT/I) area of the Deutsche Bank AG.
  • Zeitschriftenartikel
    Vendor capabilities and outsourcing success: A resource-based view
    (Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Goles, Tim
    Outsourcing is a generally accepted method for fulfilling an organization’s information systems (IS) needs. A prominent motive for outsourcing is a desire to increase the organization’s access to high-quality information technology and expertise. There is, however, little research that examines the connection between vendor capabilities and customer satisfaction. This paper addresses that gap by using the resource-based view of the firm to investigate linkages between vendor capabilities, IS quality, and customer satisfaction.A survey was completed by managers of outsourcing customer firms. The results were analyzed using Partial Least Squares (PLS). The results indicate that customers evaluate a vendor primarily in terms of technological capabilities, followed by relationship management capabilities. The vendor’s understanding of the customer’s business was not considered to be significant. There is a significant connection between the vendor’s capabilities and the quality of the IS function, which in turn was related to customer satisfaction.