The Survivability Principle

Snow, A. J.; Straub, Detmar W.; Stucke, Carl; Baskerville, Richard

doi:10.4018/978-1-59140-911-3.ch010

Cited by 2 publications

(1 citation statement)

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“…This leads to greater risk, especially when unplanned activities must be performed. Often, this will be addressed using "backup" sites, often in the Philippines, but this involves a new layer of complexity in the overall management process (Snow, Straub, Baskerville, & Stucke, 2006;Vijayan, 2004).…”

Section: Risk Assessment and Managementmentioning

confidence: 99%

The Post-Offshoring IS Organization

King

2008

Information Resources Management Journal

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In the age in which many traditional IS functions will be taken over by offshore vendors or otherwise outsourced, attention needs to be paid to those functions that will increase in importance and/or need to be developed by IS departments if they are to be effective in this new environment. This article suggests a framework that may be judgmentally applied to IS activities in order to determine if they should be considered for offshoring/outsourcing. The results of applying the framework will be unique to each firm that uses it. However, in using that approach in more than 25 firms, the author has found that most firms will wish to retain a number of functions in-house. Fourteen such activities are discussed in three broad categories: "activities related to external relations," "activities related to the development, customization, and implementation of systems" and "business and IS strategic activities.

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Section: Risk Assessment and Managementmentioning

confidence: 99%

The Post-Offshoring IS Organization

King

2008

Information Resources Management Journal

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IT OFFSHORING: History, Prospects and Challenges

Davis

Ein-Dor²,

King³

et al. 2006

JAIS

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Offshore provision of IS/IT related services has been growing rapidly in recent years and seems firmly set to continue. This trend is fueled by the many advantages of offshore service procurement; however, there are dangers in this practice. Furthermore, offshoring requires adaptation of the IS function and IS management. This, in turn suggests the need for modifications of IS curricula in order to prepare graduates for the new environment. The advantages of offshoring are those of outsourcing in generalcost saving and allowing the organization to focus on its core activities. The main dangers include loss of possibly-important business skills and reliance on remote suppliers who face risks that are unfamiliar to the client firm. The loss of jobs due to offshoring also introduces political considerations. Offshore IS activities are generally the responsibility of an organization's CIO. This management responsibility requires awareness of cultural and legal differences and of risks associated with offshoring and outsourcing in general. Offshoring has an effect on job opportunities for graduates of IT Offshoring: History, Prospects and Challenges/Davis et al. information systems programs. The number of some jobs will shrink, but new positions with new responsibilities are likely to emerge. Training of students in the U.S. and other countries in the developed world to function in an environment of offshored operations will introduce new IS roles and skills and require the adaptations of IS curricula.

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The Survivability Principle

Cited by 2 publications

References 1 publication

The Post-Offshoring IS Organization

The Post-Offshoring IS Organization

IT OFFSHORING: History, Prospects and Challenges

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