• Asia pacific journal of information systems
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• 제17권3호
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• pp.131-146
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• 2007

Recently, the role of IT service providers has been enlarged from managing a single function or system to reconstructing entire information management processes in new ways to contribute to shareholder value across the enterprise. This movement toward extensive and complex outsourcing agreements has been driven by the assumption that outsourcing information technology functions is a reliable approach to maximizing resource productivity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This practice of focusing on the strategic aspect of outsourcing is referred to as strategic sourcing where the focus is capability sourcing, not procurement. Given the importance of the strategic outsourcing, however, to our knowledge, there is little empirical research on the relationship between the strategic outsourcing orientation and outsourcing performance. Moreover, there is little research on the factor that makes the strategic outsourcing effective. This study is designed to investigate the relationship between strategic IT outsourcing orientation and IT outsourcing performance and the process through which strategic IT outsourcing orientation influences outsourcing performance, Based on the framework of strategic orientation-performance and core competence based management, this study first identifies core competency orientation as a proper strategic orientation pertinent to IT outsourcing and IT outsourcing process management capability as the mediator to affect IT outsourcing performance. The proposed research model is then tested with a sample of 200 firms. The findings of this study may contribute to the literature in two ways. First, it draws on the strategic orientation - performance framework in developing its research model so that it can provide a new perspective to the well studied phenomena. This perspective allows practitioners and researchers to look at outsourcing from an angle that emphasizes the strategic decision making to outsource its IT functions. Second, by separating the concept of strategic orientation and outsourcing process management capability, this study provides practices with insight into how the strategic orientation can work effectively to achieve an expected result. In addition, the current study provides a basis for future studies that examine the factors affecting IT outsourcing performance with more controllable factors such as IT outsourcing process management capability rather than external hard-to-control factors including trust and relationship management. This study investigates the major factors that determine IT outsourcing success. Based on strategic orientation and core competency theories, we develop the proposed research model to investigate the relationship between core competency orientation and IT outsourcing performance and the mediating role of IT outsourcing process management capability on IT outsourcing performance. The model consists of two independent variables (core-competency-orientation and IT outsourcing process management capability), and two dependent variables (outsourced task complexity and IT outsourcing performance). Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. IT outsourcing process management capability was found to mediate the effect of core competency orientation on both outsourced task complexity and IT outsourcing performance. Further analysis and findings are discussed.

• 한국전자거래학회:학술대회논문집
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• 한국전자거래학회 2005년도 e-Biz World Conference 2005
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• pp.163-168
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• 2005

While the client-vendor relationship has been mainly examined from the service receiver's perspective in IS outsourcing literature, the vendor's factors have seldom been explored. To address this issue, our study adopts interaction process theory and develops the model focusing on the competence of the vendor as a key antecedent of the client-vendor relationship intensity and outsourcing success. Results from empirical data gathered from Korean firms indicate that the vendor competence factors identified in this paper positively impacts the client-vendor relationship and outsourcing success. The findings have significant implications for IS outsourcing practices and further research.

• 한국경영과학회지
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• 제32권3호
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• pp.97-114
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• 2007

IT outsourcing providers has been expanded from a single functional system to the entire IT service to gain sustainable competitiveness. This new trend of IT outsourcing need outsourcing management capability based on a firm's core capacity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This research investigates the major factors that determine the level of a particular firm's success at IT outsourcing. Based on process innovation and core-competency theories, we identify three significant components of a firm's IT outsourcing management method (ITOMM): level of core-competency-based management, maturity of outsourced tasks, and maturity of outsourcing management. Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. Maturity of outsourced tasks and maturity of outsourcing management were found to affect project performance directly, while level of core-competency-based management only indirectly impacted project performance through its positive impact on the other two ITOMM components.

• 경영정보학연구
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• 제9권3호
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• pp.67-82
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• 2007

본 연구에서는 IT 집약적인 비즈니스 프로세스 아웃소싱(BPO)에 있어서 통제 구조가 불필요하다는 일반 통념에 대한 진실여부를 밝혀보고자 한다. 우선 통제 구조와 관련된 선행연구에서 본 연구의 연구모형을 도출하고 이를 국내 BPO 사례에 적용시킴으로써 BPO에서 사용하고 있는 통제구조를 식별하였다. 또한 현재 BPO에서 사용하고 있는 통제구조의 요소들이 어떠한 관계를 갖고 BPO 성공을 이루는가에 대한 프로세스 관점의 연구모형을 도출하고 향후 BPO 연구 수행에 도움이 되고자 한다.

• International Journal of Computer Science & Network Security
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• 제21권8호
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• pp.43-50
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• 2021

For the implementation of innovative products or services companies use different innovation strategies, in particular, outsourcing is quite widespread, given the high level of specialization and professionalism of companies that provide such services. The aim of this article was to evaluate the link between outsourcing of innovative activities and indicators of companies' efficiency. The methodology of the research includes the methods of correlation analysis and regression analysis to reveal the correlation between the use of outsourcing of innovative products and services and the turnover of the EU enterprises. The results show a high level of innovative activity of EU enterprises (50.3% innovatively active). Innovative business processes are the most widespread form of innovation activity (41% of enterprises implement business processes, and the indicator is higher than 41% in the most developed EU countries). The turnover of enterprises with new or substantially improved products was found to grow by 10.92% for the period 2016-2018. The correlation analysis shows weak direct links between the indicator of turnover growth and the number of enterprises that have independently implemented innovations, or have implemented innovations jointly with third-party companies, or using outsourcing services. The highest level of direct connection was found between the growth of turnover of enterprises that launched a new product for the market and the growth of the number of enterprises that implemented innovations with the involvement of organizations (correlation 0.273). Based on the regression analysis it was found that with a 1% change in the growth rate of the number of innovation-active enterprises, the growth rate of turnover from new or improved products increased by 5.67%. At the same time, with a 1% change in the growth rate of the number of enterprises that implement innovation through outsourcing, the growth rate of turnover from new or improved products will increase by 7.15%.

• 한국경영정보학회:학술대회논문집
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• 한국경영정보학회 2007년도 International Conference
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• pp.378-381
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• 2007

Traditional intermediaries refer to service providers such as travel agents, real estate brokers, job agencies and insurance agents which matching services for buyers and suppliers in a traditional market. The introduction of Electronic commerce resulted in the automation of many tasks provided by intermediaries and seemed to eliminate the role of many traditional intermediaries, which is called disintermediation. However, depending on their market power, traditional intermediaries either will be disintermediated or fill new roles by providing added value and assistance, which is called reintermediation. According to the research of Alina M. Chircu et al. there are three conditions for reintermediation for traditional intermediaries. Three conditions are weak appropriability of EC innovations, ownership of co-specialized assets for both market intermediation and EC innovations and economies of scale. Besides these three reintermediation conditions, we hypothesize that leveraging BPO can be a suitable strategy for traditional intermediaries to be transformed into reintermediaries. Business Process Outsourcing (BPO) is the leveraging of technology or specialist process vendors to provide and manage an organization's critical and/or non-critical enterprise processes and applications. This paper will investigate the relationship between above reintermediation conditions including BPO and reintermediation.

• 한국융합학회논문지
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• 제5권2호
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• pp.25-32
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• 2014

Indian economy growth changed due Indian business operational approach with convergent technologies. The current economy growth supported by Information Technology Development and Information Technology Enabled Service. As part of the Information technology enabled upcoming Knowledge processing outsourcing provide huge opportunities to develop Indian business with our human resources. The KPO business sector basis and frame work can be achieve through Development Dynamic initiatives. This paper discuss about the basis of KPO and Dynamic Development Initiative frame work strategic compact components and its characters.

• 벤처창업연구
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• 제9권5호
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• pp.83-94
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• 2014

본 연구는 최근 들어 가속화되고 있는 글로벌화와 인소싱(Insourcing)에 주력 기업들이 조직의 핵심역량강화를 목표로 도입하고 있는 아웃소싱(Outsourcing)을 분석하는데 목적이 있다. 특히 국내기업의 경우 자원의 해외조달, 높은 인건비의 상승, 부동산 가격의 급증 등 경영환경 변화에 대한 능동적 대처와 유력한 분야나 핵심역량에 자원을 집중시키기 위하여 아웃소싱을 실시하고 있다. 아웃소싱은 기업이 당면한 문제를 효율적으로 처리할 수 있고 핵심역량 이 외의 분야를 위탁 처리할 수 있어 기업의 경쟁력 확대가 가능하다. 이러한 변화 속에서 아웃소싱은 전문성을 확보할 수 있으며 고객의 니즈(Needs)를 충족할 수 있는 방법의 하나로 효율성과 경쟁력 확보 수단으로 활용되고 있다. 최근에는 대기업뿐 만아니라 중소기업 및 정부에서도 시장의 경쟁력 확보 수단으로 활용범위가 넓어지고 있다. 이와 같은 아웃소싱 시장의 흐름은 선진국에서부터 시작되었으나, 우리나라와 경영환경이 비슷한 일본의 경우 글로벌 아웃소싱의 시장규모가 급속하게 성장하고 있는 추세에 있다. 이에 본 연구는 기업의 경쟁력 강화를 위하여 추구하고 있는 경영형태인 아웃소싱에 대하여 아웃소싱을 운영하고 있는 업체를 주 대상으로 아웃소싱이 기업성과에 미치는 영향에 대하여 실증 분석함으로써 시사점을 제시하고자 한다.

• 한국디지털정책학회:학술대회논문집
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• 한국디지털정책학회 2006년도 춘계학술대회
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• pp.289-297
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• 2006

Business operates under the fast pace of large-scale changes. These changes occur in environments including competitors, markets and consumers. To survive under these changes, process innovation is becoming the eminent issue faced by executives. Process innovation is to generate, select, and implement new ideas adopting changes in organizational structure, management pattern, human resource management systems and so on. Examples include restructuring, outsourcing, benchmarking, total quality management, and business process reengineering. This study suggests how to develop process innovation ideas. Related screening and implementation techniques are also presented.

• 한국IT서비스학회지
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• 제4권1호
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• pp.149-160
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• 2005

Information system outsourcing induces firms to concentrate on the core competence and to improve business value by utilizing specialized information systems outsourcing vendors. However, for those strategic effects, the outsourced information systems should guarantee a certain service level. Now companies are considering to adopt SLA(Service Level Agreement) as a method to check the service level of the outsourced information systems in quantitative terms. On the contrary, customer satisfaction survey supports qualitative analysis, and helps companies to understand the qualitative effects on information system more systematically. Recently, the growing use of the internet makes customer satisfaction survey to be carried out on the web. For that reason, lots of researches related to web survey have been performed. But these researches are just focused on finding out only items to be measured and the effect of web survey. In this paper, based on the service quality research model for information system outsourcing, we formalize and propose a web survey process, a system architecture, and a functional structure for information system outsourcing customer satisfaction survey. Additionally, we provide the implementation results for the web survey systems.