A relationship perspective on IT outsourcing

Kishore, Rajiv; Rao, H. Raghav; Nam, Kichan; Rajagopalan, S.; Chaudhury, Abhijit

doi:10.1145/953460.953464

Cited by 161 publications

(122 citation statements)

References 8 publications

(9 reference statements)

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“…In such a relationship it is therefore crucial to achieve goal symmetry between the two parties so that they engage in mutually beneficial behavior, and to manage the notion of distance as described by Chudoba et al [16] in order to maintain trust. This paper attempts to expand and build on the framework provided by Kishore et al [1]. The findings from the study provide support for the authors' description of an alliance type outsourcing relationship.…”

Section: Discussionsupporting

confidence: 51%

“…The FORT framework developed by Kishore et al [1] suggests four different types of outsourcing relationships with varying degrees of involvement/ownership substitution and strategic impact. The first two types of relationships, support and alignment, have a low extent of involvement.…”

Section: Discussionmentioning

confidence: 99%

“…Kishore et al [1] suggest a framework of Four Outsourcing Relationship Types (FORT): support, alignment, reliance, and alliance. These four types show various degrees of involvement/ownership substitution and strategic impact of the service provider on the client organization.…”

Section: Partnership Outsourcingmentioning

confidence: 99%

“…The aim of this paper is to address the issue of partnership outsourcing and to explore strategies that are used to keep the competence within the client organization even as it opens itself up to the partnership. Based on the framework of Four Outsourcing Relationship Types provided by Kishore et al [1], this paper investigates the relationship between a large minerals group, Alpha Corp. and its remote service provider, RDC. Alpha has three different strategies for maintaining competence within the organization while engaging in the outsourcing relationship.…”

mentioning

confidence: 99%

“…The outsourcing relationship between Alpha Corp. and RDC follows the characteristics for an alliance-type relationship as described by Kishore et al [1]. The extent of ownership substitution and strategic impact is high and the relationship is based on mutual trust.…”

mentioning

confidence: 99%

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Westergren

IFIP International Federation for Information Processing

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Abstract. One key dimension of the virtualization of the workplace is the formation of new types of partnerships where organizations let internal functions be handled by an external partner, the so-called outsourcing of services. The formation of an outsourcing partnership imposes the risk of knowledge-drainage on the client organization as specific internal competence decreases when the service provider takes over the technological knowledge and has a significant impact on the business processes in general. The aim of this paper is to address the issue of partnership outsourcing and to explore strategies that are used to keep the competence within the client organization even as it opens itself up to the partnership. Based on the framework of Four Outsourcing Relationship Types provided by Kishore et al. [1], this paper investigates the relationship between a large minerals group, Alpha Corp. and its remote service provider, RDC. Alpha has three different strategies for maintaining competence within the organization while engaging in the outsourcing relationship. The first is exploiting the full potential of its partnership with RDC, the second is heavy investment in information technology, and the third is structured and systematic maintenance. The findings of the study show that the relationship between Alpha and RDC can be characterized as an alliance type relationship and that the only way for Alpha to preserve competence is to maintain an inspired and engaged workforce and fully embrace the partnership in order to create a win-win situation.

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Section: Discussionsupporting

confidence: 51%

Section: Discussionmentioning

confidence: 99%

Section: Partnership Outsourcingmentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

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IFIP International Federation for Information Processing

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Finch

2011

Facilities Change Management

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Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

Ali

Khan

et al. 2019

J Software Evolu Process

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Software Outsourcing Partnership (SOP) is considered as a kind of risk and reward sharing client‐vendor relationship. Generally, a fruitful outsourcing association might be converted to an outsourcing partnership. The objective of this research is to identify and analyse barriers that are hurdles to vendors in renewing or promoting their ongoing client‐vendor relationship to outsourcing partnership. A questionnaire survey based on the findings of Systematic Literature Review (SLR) was performed with 50 experts. The study identifies five critical barriers such as “insufficient quality of technical capability,” “poor infrastructure,” “poor quality of service,” “communication gap and poor coordination,” and “relational risk.” The results indicate that barriers' insufficient quality of technical capability, poor infrastructure, and poor quality of service were common in four types of experts while insufficient quality of technical capability is common in three levels of experts. Furthermore, barriers were classified based on their criticality from client‐vendor perspective. The results of Spearman correlation test (rs = 0.714 and ρ = 0.000) confirmed that the participant strongly agrees with the outcomes of the SLR. The results suggest that for successful renewal or promotion of their existing outsourcing association, vendor organizations should address all the identified barriers in general and the most common barriers in particular.

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A relationship perspective on IT outsourcing

Abstract: A longitudinal study at four companies provides valuable insights about the evolution of IT outsourcing relationships.

Cited by 161 publications

References 8 publications

From Senses to Sensors

From Senses to Sensors

Change Readiness

Practitioner's view of barriers to software outsourcing partnership formation: An empirical exploration

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