- ZeitschriftenartikelICT and operations outsourcing in banking(Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Lancellotti, Roberto; Schein, Oliver; Spang, Stefan; Stadler, VolkerOutsourcing 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.
- ZeitschriftenartikelInterview mit oliver Schreiber und Ralf Döring zu „Outsourcing im Mittelstand“(Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Schreiber, Oliver; Döring, Ralf
- ZeitschriftenartikelInterview mit Edgar Maier zu „Spezialisiertes Outsourcing auf der Grundlage von Branchen-Know-how im Luftverkehr“(Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Maier, Edgar
- ZeitschriftenartikelA tale of two outsourcing contracts(Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Aubert, Benoit A.; Patry, Michel; Rivard, SuzanneThis 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.
- ZeitschriftenartikelIT sourcing reflections(Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Lacity, Mary; Willcocks, LeslieFor 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.
- ZeitschriftenartikelVendor capabilities and outsourcing success: A resource-based view(Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Goles, TimOutsourcing 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.
- ZeitschriftenartikelInterview mit Falk von Westarp zu „Asp-Dienste in der Personalbeschaffung“(Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Westarp, Falk
- ZeitschriftenartikelInterview mit Axel Brand zu „Outsourcing im Reiseveranstaltergeschäft und für Finanzdienstleister“(Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Brand, Axel
- ZeitschriftenartikelInterview mit Dietrich Voigtländer zu Industrialisierung im Bankgeschäft: Outsourcing und Standardsoftware(Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Voigtländer, Dietrich
- ZeitschriftenartikelOutsourcing von CRM-Teilprozessen an Betreiber von Internetmarktplätzen: Möglichkeiten und Vorteile für Anbieter und Betreiber(Wirtschaftsinformatik: Vol. 45, No. 2, 2003) Meyer, Matthias; Schumacher, JörgSeveral empirical studies show that fee-based usage models are at present the main source of income for providers of internet marketplaces. But as a result of severe competition as well as insufficient transaction volumes and frequencies, the providers often do not achieve their business objectives. This article describes the current situation of internet marketplaces and discusses options to increase their usage and transaction volumes and frequencies. In particular, the article shows how providers can support CRM activities of sell-side suppliers and presents two examples for the outsourcing of CRM processes to the provider of a marketplace. Finally, the authors discuss pros and cons of outsourcing of CRM processes.