Information systems outsourcing decision making a managerial approach
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hershey, Pa. [u.a.]
Idea Group Publ.
1997
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Datensatz im Suchindex
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| adam_text | Information Systems Outsourcing
Decision Making:
A Managerial Approach
Table of Contents
Preface ix
1 Introduction 1
1.1 Renewed attention for IS outsourcing 2
1.1.1 Changes originating from the demand side 3
1.1.2 Changes originating from the supply side 5
1.2 Relevance of IS outsourcing 6
1.2.1 Size and growth 6
1.2.2 Relevance to client organizations 7
1.2.3 Relevance to IS suppliers 8
1.3 IS outsourcing decision making 8
1.3.1 Current practice 8
1.3.2 Available support 10
1.3.3 Evaluation of needs and available support 12
1.4 Narrowing the scope 14
1.4.1 Research objectives 14
1.4.2 Research questions 14
1.4.3 Limitations of the research 15
1.5 Research approach 16
2 IS outsourcing framework is
2.1 Introduction 18
2.2 Information systems function 19
2.2.1 Definition of IS function 19
2.2.2 Classification of IS function 20
2.2.3 Classification of information systems 21
2.2.4 Classification of IS components 23
2.2.5 Classification of IS activities 24
2.3 IS outsourcing 26
2.3.1 Horizontal and vertical integration 27
2.3.2 Definition of IS outsourcing 28
2.3.3 Activities or resources 31
2.3.4 Market or hierarchy relationship 32
2.3.5 Internal or external IS supplier 32
2.4 IS outsourcing decision making 35
2.4.1 A systems theory perspective 35
2.4.2 Changing roles of variables 36
2.4.3 Decision variables 36
2.4.4 Situational factors 44
2.4.5 Goal variables 45
2.5 Conclusions 47
3 Theoretical perspectives 48
3.1 Introduction 48
3.2 Division of labor and coordination 49
3.2.1 Division of labor 50
3.2.2 Market coordination 51
3.2.3 Organizational coordination 53
3.2.4 Intermediate coordination 55
3.2.5 Application of division of labor and
coordination to IS outsourcing 56
3.3 Transaction cost theory 60
3.3.1 Outline of the transaction cost theory 60
3.3.2 Application of the transaction costs
theory to IS outsourcing 66
3.4 Agency cost theory 70
3.4.1 Outline of the agency cost theory 70
3.4.2 Application of the agency cost theory
to IS outsourcing 73
3.5 Competitive Strategy 76
3.5.1 Competitive forces and competitive advantage 76
3.5.2 Core business and core competencies 79
3.6 Political model 84
3.6.1 Outline of the political model 84
3.6.2 Application of the political model to IS
outsourcing 85
3.7 Conclusions 87
3.7.1 Situational factors 88
3.7.2 Intermediate variables 91
3.7.3 Decision variables 92
4 Case studies 96
4.1 Case study design 96
4.1.1 Research method 97
4.1.2 Research design 101
4.1.3 Organizations and cases 107
4.1.4 Data collection and analysis 108
4.2 Initial sourcing decision Ill
4.2.1 Triggers for sourcing evaluations Ill
4.2.2 Initial sourcing decision process 114
4.2.3 Alternatives and constraints 117
4.2.4 Goal variables and expectations 119
4.2.5 Analysis of initial situation 121
4.2.6 Results of sourcing decisions 122
4.3 Designing the outsourcing relationship 123
4.4 Selecting the IS supplier 123
4.4.1 Selection process 124
4.4.2 Call for tender 125
4.4.3 Selection of potential suppliers 126
4.4.4 Evaluation of tender responses 126
4.4.5 Negotiations 129
4.4.6 Contracts 131
4.5 Implementation, management and termination 133
4.5.1 Implementation of the outsourcing decision 133
4.5.2 Management of the outsourcing relationship 134
4.5.3 Termination of the outsourcing relationship 134
4.6 Consequences of sourcing decisions 135
4.6.1 Overall satisfaction 135
4.6.2 Costs 138
4.6.3 Lead time 139
4.6.4 Flexibility 139
4.6.5 Controllability 139
4.6.6 Continuity 140
4.6.7 Consequences for the IS staff 141
4.6.8 Short term versus long term consequences 142
4.6.9 Privatization goals 143
4.7 Situational factors 144
4.7.1 Information systems and IS function 145
4.7.2 Client organization and environment 148
4.7.3 IS market and suppliers 149
4.7.4 Public or private sector 150
4.8 Decision variables 152
4.8.1 Outsourcing relationship 153
4.8.2 Division among suppliers and contracts 156
4.8.3 Management structure 160
4.8.4 Operational structure 163
4.8.5 Internal organization of outsourcing coordination 166
4.9 Conclusions 169
4.9.1 Outsourcing decision making 169
4.9.2 Consequences of IS outsourcing 170
4.9.3 Situational factors for outsourcing 171
4.9.4 Decision variables 172
4.9.5 Developing a decision model for
client organizations 172
5 A Model for IS Outsourcing
Decision Making 174
5.1 Initial sourcing decision 178
5.1.1 Decide whether to initiate sourcing evaluation 179
5.1.2 Set up initial sourcing decision process 180
5.1.3 Determine goal variables 183
5.1.4 Assess current situation and changes planned .... 185
5.1.5 Assess situational factors 191
5.1.6 Determine attractiveness of outsourcing 196
5.1.7 Chose sourcing option 203
5.2 Designing the outsourcing arrangement 205
5.2.1 Design the outsourcing relationship 206
5.2.2 Divide work among suppliers and contracts 210
5.2.3 Design management structure 213
5.2.4 Design operational structure 217
5.2.5 Internal organization of outsourcing coordination 219
5.3 Selecting the IS supplier 221
5.3.1 Set up the selection process 221
5.3.2 Write call for tender 223
5.3.3 Choose potential suppliers to invite to tender 225
5.3.4 Evaluate tender responses 226
5.3.5 Write the contract 228
5.4 Implementation of the outsourcing decision 230
5.4.1 Transfer staff and other resources 231
5.4.2 Transfer systems and specifications 231
5.5 Management of the outsourcing relationship 231
5.5.1 Maintain internal capacity 232
5.5.2 Measure compliance to requirements 233
5.5.3 Enforce compliance 233
5.6 Termination of the outsourcing relationship 233
5.6.1 Prepare for early termination 234
5.6.2 Evaluate final deliverables 234
5.6.3 Transfer staff, resources and systems 234
6 Strategies for IS suppliers 236
6.1 Introduction 236
6.2 Marketing strategies 237
6.2.1 Specialist or total solutions provider 238
6.2.2 Market segmentation 239
6.2.3 Analysis of market segments 240
6.2.4 Strategies for entering or extending
market segments 242
6.2.5 Internal organization 244
6.2.6 Marketing mix 244
6.3 Strategies for acquisition 246
6.3.1 Identifying potential clients 246
6.3.2 Approaching potential clients 247
6.3.3 Analyzing the client organization s situation 248
6.3.4 Determining the attractiveness of prospect 252
6.4 Strategies for tendering 252
6.4.1 Writing the proposal 253
6.4.2 Presenting the proposal 253
6.4.3 Awarding the contract 253
6.4.4 Contract negotiation 254
6.5 Conclusions 254
7 Conclusions 256
7.1 Research design 256
7.1.1 Pilot study 257
7.1.2 Developing a framework 257
7.1.3 Analyzing organizational theories 257
7.1.4 Case studies 257
7.1.5 Developing a decision model for
client organizations 258
7.1.6 Developing strategies for IS suppliers 258
7.2 Research findings 258
7.2.1 Framework 258
7.2.2 Consequences of IS outsourcing 259
7.2.3 Situational factors 261
7.2.4 Decision variables 262
7.2.5 Outsourcing decision making 265
7.2.6 Strategies for IS suppliers 271
7.3 Further research 273
7.3.1 Testing the utility of the model 273
7.3.2 Outsourcing the use of information systems 273
7.3.3 A comprehensive method for IS management 274
References 275
Index 283
About the author 287
The research project described in this book was supported by the Dutch
Ministry of Internal Affairs.
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| illustrated | Not Illustrated |
| index_date | 2024-09-19T15:27:00Z |
| indexdate | 2024-09-27T16:20:28Z |
| institution | BVB |
| isbn | 1878289403 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-007925403 |
| oclc_num | 476742902 |
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| physical | IV, 287 S. |
| publishDate | 1997 |
| publishDateSearch | 1997 |
| publishDateSort | 1997 |
| publisher | Idea Group Publ. |
| record_format | marc |
| spellingShingle | De Looff, Leon Information systems outsourcing decision making a managerial approach Electronic data processing departments - Contracting out Information resources management køb af edb outsourcing Make or buy (DE-588)4208467-2 gnd Service-Rechenzentrum (DE-588)4510179-6 gnd |
| subject_GND | (DE-588)4208467-2 (DE-588)4510179-6 |
| title | Information systems outsourcing decision making a managerial approach |
| title_auth | Information systems outsourcing decision making a managerial approach |
| title_exact_search | Information systems outsourcing decision making a managerial approach |
| title_full | Information systems outsourcing decision making a managerial approach |
| title_fullStr | Information systems outsourcing decision making a managerial approach |
| title_full_unstemmed | Information systems outsourcing decision making a managerial approach |
| title_short | Information systems outsourcing decision making |
| title_sort | information systems outsourcing decision making a managerial approach |
| title_sub | a managerial approach |
| topic | Electronic data processing departments - Contracting out Information resources management køb af edb outsourcing Make or buy (DE-588)4208467-2 gnd Service-Rechenzentrum (DE-588)4510179-6 gnd |
| topic_facet | Electronic data processing departments - Contracting out Information resources management køb af edb outsourcing Make or buy Service-Rechenzentrum |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007925403&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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