Information Technology Outsourcing in Australia

Beaumont, Nicholas; Costa, Christina

doi:10.4018/irmj.2002070102

Cited by 32 publications

(5 citation statements)

References 25 publications

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“…It is useful to compare these results with those found in earlier research pertaining to outsourcing IT. The fourth and fifth columns of Table VII give the rankings of reasons for outsourcing IT applications found by Beaumont and Costa (2002, Table VII, p. 23) and Collins and Millen (1995, Table IV, p. 8). The reasons are not always synonymous, but some motivations (access to skills, increased flexibility and focus on the core business) are rated high in all the three studies.…”

Section: Resultsmentioning

confidence: 99%

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Outsourcing in Australia

Beaumont

2004

International Journal of Operations &Amp; Production Management

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111

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This paper reports on data pertaining to outsourcing collected from a survey administered in 2002 in Australia. The underlying assumption was that outsourcing is becoming popular for sound business reasons such as economies of scale and enabling executives to concentrate on core business activities. This paper explores the outsourcing decision (to outsource, not to outsource, or to discontinue outsourcing), especially reasons for (not) outsourcing. Most of the reasons have been anticipated in the literature. The strongest group of reasons (termed “Operational”) pertained to cost savings and improving performance, but outsourcing is also used to access skills and resources not available in‐house. The most important impediment to outsourcing was ascertaining relevant costs, and formulating and quantifying requirements. We describe the methodology, report findings and allude to future research.

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Section: Resultsmentioning

confidence: 99%

“…We briefly describe advantages and disadvantages. Detailed analyses can be found in Beaumont and Costa (2002, 2003).…”

Section: Advantages and Disadvantages Of Outsourcingmentioning

confidence: 99%

Outsourcing in Australia

Beaumont

2004

International Journal of Operations &Amp; Production Management

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111

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“…In terms of the attributes of relationship, prior researchers have frequently studied a set of them. This includes trust (Han et al, 2008;Swar et al, 2012;Lee and Choi, 2011), commitment (Goo and Nam, 2007), knowledge sharing (Teo and Bhattacherjee, 2014), communication (Wang, 2013) and cultural issues (Beaumont and Costa, 2002).…”

Section: Literature On Relationship and Contractmentioning

confidence: 99%

Relationship or contract? Exploring the key factor leading to IT outsourcing success in China

Chau

2015

Information Technology &Amp; People

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Purpose – Effective management of IT outsourcing continues to be a challenge to organizations today. Organizations in China suffer from even bigger problems than other regions of the world. The IT outsourcing market is in its infancy and the outsourcing practice is still at its initial stage. Regarding to the outsourcing management issues, the literature has explored the role of either the relationship or contract in governing IT outsourcing success. However, few efforts have been paid to investigate the effects of both relationship and contract on IT outsourcing success from a holistic view. The paper aims to discuss these issues. Design/methodology/approach – This study develops a conceptual model and empirically tests it through a cross-sectional survey conducted in five big cities of Mainland China. Findings – The data analysis results identified the dimensionalities of relationship, contract and IT outsourcing success and proved the causal relationships between these three constructs. Originality/value – This research re-emphasizes the importance of relationship in IT outsourcing success and the fundamental role of contract in developing a sound relationship. It also gives some implications on how to evaluate IT outsourcing success in China, an emerging market for IT outsourcing.

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“…There is some evidence for this theory in the ITO literature. For example, Beaumont and Costa (2002) report that 42% of the respondents of an Australian survey outsourced application development and maintenance but only for a small portion of core applications. Other highly likely outsourced IT functions are telecommunication management, systems integration, and systems operation (Beaumont andCosta, 2002, Teng et al, 2007) which is consistent with the selective outsourcing trend (e.g.…”

Section: Cloud Computing As An Evolution Of Itomentioning

confidence: 99%

“…For example, Beaumont and Costa (2002) report that 42% of the respondents of an Australian survey outsourced application development and maintenance but only for a small portion of core applications. Other highly likely outsourced IT functions are telecommunication management, systems integration, and systems operation (Beaumont andCosta, 2002, Teng et al, 2007) which is consistent with the selective outsourcing trend (e.g. Earl, 1989, Willcocks et al, 1995 suggesting that organizations outsource "mundane aspects of a function such as a call centre, but to develop in house and keep secret those aspects that give competitive advantage and/or contribute to the company's public image" (Beaumont et al 2002, p. 20).…”

Section: Cloud Computing As An Evolution Of Itomentioning

confidence: 99%

Cloud Computing: How does it differ from IT outsourcing and what are the implications for practice and research?

Yigitbasioglu¹,

MacKenzie²,

Low³

2013

IJDAR

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Abstract. The purpose of this paper is to provide an evolutionary perspective of cloud computing (CC) by integrating two previously disparate literatures: CC and information technology outsourcing (ITO). We review the literature and develop a framework that highlights the demand for the CC service, benefits, risks, as well as risk mitigation strategies that are likely to influence the success of the service. CC success in organisations and as a technology overall is a function of (i) the outsourcing decision and supplier selection, (ii) contractual and relational governance, and (iii) industry standards and legal framework. Whereas CC clients have little control over standards and/or the legal framework, they are able to influence other factors to maximize the benefits while limiting the risks. This paper provides guidelines for (potential) cloud computing users with respect to the outsourcing decision, vendor selection, service-level-agreements, and other issues that need to be addressed when opting for CC services. We contribute to the literature by providing an evolutionary and holistic view of CC that draws on the extensive literature and theory of ITO. We conclude the paper with a number of research paths that future researchers can follow to advance the knowledge in this field.

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Information Technology Outsourcing in Australia

Cited by 32 publications

References 25 publications

Outsourcing in Australia

Outsourcing in Australia

Relationship or contract? Exploring the key factor leading to IT outsourcing success in China

Cloud Computing: How does it differ from IT outsourcing and what are the implications for practice and research?

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