The Outsourcing of Information Services: Transforming the Nature of Business in the Information Industry

Clark, Thomas D.; Zmud, Robert W.; McCray, Gordon E.

doi:10.1177/026839629501000403

Cited by 84 publications

(99 citation statements)

References 18 publications

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“…Overall, by adopting cloud computing applications, the quality of application services will be improved. Clark et al 1995;Gewald and Dibbern 2009;Benlian and Hess 2011 Cost advantages (CA) A cloud computing provider can deliver applications at lower costs than our company can. Our internal production costs are higher than the price a cloud computing provider charges for its services.…”

Section: Sample Validitymentioning

confidence: 99%

Analysis of the Determinants of Software-as-a-Service Adoption in Small Businesses: Risks, Benefits, and Organizational and Environmental Factors

Kim

Jang

Yang

2016

Journal of Small Business Management

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Cloud computing is a cutting‐edge information technology (IT) that receives computing resources and services from external providers rather than building their own information systems. Software‐as‐a‐Service (SaaS), one of the cloud computing models, has a built‐in best business practice and thus can be useful not only in reinforcing the IT capability of small businesses but also in improving business processes at the same time. The study investigated factors that affect the intention of small companies in Korea to adopt SaaS. The results were that (1) they were more concerned with the security risks than the economic or performance risks, (2) they were trying to improve the business process rather than quality improvement or cost, (3) management support was considered to be more important than the resources or IT capacity for the adoption of SaaS, and (4) they also considered the support of the vendor more important than the support of the government. The result of the study will provide practical strategies for not only small companies considering the adoption of SaaS and vendors supplying SaaS, but also government when setting up policies.

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Section: Sample Validitymentioning

confidence: 99%

Analysis of the Determinants of Software-as-a-Service Adoption in Small Businesses: Risks, Benefits, and Organizational and Environmental Factors

Kim

Jang

Yang

2016

Journal of Small Business Management

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“…The ITO provider invests more in new technologies than the recipient; the supplier also bears a greater risk of technological obsolescence, especially of the equipment the supplier uses (Clark, et al, 1995;Grover, et al, 1994Grover, et al, , 1996.…”

Section:  Reduce the Risk Of Technological Obsolescencementioning

confidence: 99%

Reasons of Using IT Outsourcing (ITO) — Polish-Spanish Cross-Cultural Analysis

Słoniec

Rodriguez

2018

Foundations of Management

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The article compares the reasons for using IT outsourcing (ITO) in Polish and Spanish enterprises, based on the authors' own research. The reasons for the application of ITO have been classified into three groups: economic, technological, and organizational/strategic. On the basis of the classified reasons, a research hypothesis was formulated: Representatives of Polish enterprises assess other groups of reasons as the most important motivation for the use of ITO in their companies compared to Spanish enterprises. On the basis of the authors' own research, the hypothesis has been confirmed. Polish enterprises assess technological reasons as the most important, whereas Spanish enterprises consider organizational/strategic reasons to be the most important, although the differences in the assessment are not large. The difference in the validity of the reasons for the use of ITO may arise from the maturity of the ITO market in both countries but may also result from the personal experience of the companies with ITO.

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“…Uncertainty is found in many aspects of IT (Earl, 1991;Cheon et al, 1995) and is particularly associated with systems development and unpredictable business and technological change. The difficulties and costs of both market usage and provision via the hierarchy perhaps explain why extremes of vertical integration and spot market transactions in IT are comparatively rare (Mylonopoulos & Ormerod, 1995), resulting in a range of sourcing options (Clark et al, 1995;Lacity et al, 1996).…”

Section: Transaction Cost Economics: Outlinementioning

confidence: 99%

IT outsourcing: frameworks for conceptualizing practice and perception

Hancox

Hackney

2000

Information Systems Journal

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Abstract. This paper seeks to conceptualize theory and practice of information technology (IT)‐based outsourcing. It uses four conceptual frameworks in this respect – core competencies, transaction cost economics, agency theory and partnership – in an empirical comparison of IT outsourcing in the public and private sectors within the UK. The qualitative research methodology involved interviews with IT managers in both sectors and documentary analysis of outsourcing vendors’ literature. The findings suggest that practices and perceptions of IT outsourcing found in the two sectors support the basic principles of some frameworks more than others, e.g. core competencies, transaction cost economics and agency theory are well developed with partnerships less so. However, using all four frameworks improves understanding of multifaceted strategic practice in fundamentally different types of organization and helps to expose some issues which have not emerged in previous outsourcing studies.

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The Outsourcing of Information Services: Transforming the Nature of Business in the Information Industry

Cited by 84 publications

References 18 publications

Analysis of the Determinants of Software-as-a-Service Adoption in Small Businesses: Risks, Benefits, and Organizational and Environmental Factors

Analysis of the Determinants of Software-as-a-Service Adoption in Small Businesses: Risks, Benefits, and Organizational and Environmental Factors

Reasons of Using IT Outsourcing (ITO) — Polish-Spanish Cross-Cultural Analysis

IT outsourcing: frameworks for conceptualizing practice and perception

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