By Stefanie Leimeister
The elevated complexity and diversity of data platforms outsourcing poses demanding situations for the winning administration of sourcing tasks. Stefanie Leimeister examines varieties of IT outsourcing relationships and their governance constructions counting on the outsourcing consumers’ underlying expectancies. in accordance with quite a few present theories from the fields of knowledge platforms, enterprise management, and social technological know-how, she develops a governance version for the profitable administration of IT outsourcing tasks. Following a multi-method method and likewise in accordance with a quantitative empirical research of German IT leaders and CIOs, she proposes applicable governance mechanisms for the explicit administration of every outsourcing buyer sort. the writer derives actionable recommendation for appropriate recommendations and an efficient allocation of assets for an outsourcing venture.
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Extra info for IT Outsourcing Governance: Client Types and Their Management Strategies
1 Specific Characteristics of Information Systems Outsourcing Even though the term outsourcing is not specific to information systems (Nagengast 1997), in this thesis the term outsourcing is solely focused on the IS domain. Senior executives often argue that information systems outsourcing does not warrant attention, since it is no different from the outsourcing of other non-core business functions, such as legal, administrative, or custodial services of a firm (Lacity/Hirschheim 1995b, 217). What renews interest in IS outsourcing and deserves attention especially with regard to information systems is the dramatic change in scope (Lacity/Hirschheim 1993a, 3).
A large body of research examines the outsourcing of various business functions such as human resources, payroll, logistics, or facility management. In its generic form it has been studied in several settings and industries such as “the manufacturing of parts in the automotive industry, the sales function in the electronic industry, the procurement of components or services in the naval shipbuilding industry, and the distribution of equipment, components, and supplies across a broad set of industrial firms” (Loh/Venkatraman 1992a, 9, 1992b, 336).
For example, hybrid forms such as joint ventures, strategic alliances, networks and other sorts of partnerships (Dwyer/Schurr/Oh 1987; Heide/John 1990; Alter/Hage 1993; Ring/Van de Ven 1994) are neither clear forms of hierarchy governance nor governance through the market. They rather fall somewhere on a continuum between these polar extremes of governance options (Williamson 1985, 1991a). As these new types of governance forms have emerged and spread throughout the organizational landscape, they have motivated theorists to adapt extant frameworks or develop new ones to account for these phenomena.
IT Outsourcing Governance: Client Types and Their Management Strategies by Stefanie Leimeister