• Journal of Information Technology Services
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• v.9 no.1
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• pp.57-71
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• 2010

The purpose of this study is to verify the competence level of IT service companies in Korea from the view point of capability of creating customers value and outcome as an independent companies which have been growing in the captive customers(market) circumstance by performance data analysis and IT specialists survey. This study presents a growth model which emphasis on the importance of the correlation between IT service companies and captive customers. It proves that the captive customers have been being the growth power and motive of the IT service company, because IT service companies have been cumulating the competence for IT service through the service for the customers, and with this competence, IT service companies have been expanding its service out to non-captive market(customers) and got good outcomes as an independent companies. And this study proves that the captive customers who served by the IT service companies which have a higher level of service capabilities have better business outcome. IT service companies contribute to improve the IT level of the captive customers and to make the customers to increase sales by conducting IT projects.

• Journal of Information Technology Services
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• v.13 no.2
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• pp.55-69
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• 2014

As Korea's global IT sourcing is sluggish and supply of qualified IT personnel does not meet the demand, IT developers currently do not worry about their job security. The sluggish global sourcing is attributed to the lack of system design and analysis skills as well as lack of communication skills of IT personnel. Most of big Korean IT service firms operate in captive market. This is also attributed to the cause of the sluggish global sourcing. Some IT managers, especially in global IT service firms, concerned about the negative long term effect of the sluggish global sourcing on competitiveness and human infra capability of Korea's IT service industry. Managers in IT service firms expect skill requirement changes in the future when global sourcing becomes active. The skills and knowledge that they wish to retain in-house is business knowledge, system analysis and design knowledge, customer relation management skills, project management skills and industry knowledge. The jobs with the above knowledge usually involve customers.

• Information Systems Review
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• v.7 no.2
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• pp.257-276
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• 2005

The most distinctive characteristic in Maeil's outsourcing strategy was the rapid decision process done by CEO. At first, Maeil made a contract with a outsourcing vendor based on 50% investment for 5 years. However, 3 years later Maeil changed their outsourcing strategy from 10% share to 100% outsourcing. This is for the efficiency improvement and cost reduction. Also, Maeil organized separate TFT which could control IS quality. This TFT reviewed the feasibility of requirement analysis and IS planning process. Through this cooperation between TFT and the outsourcing vendor, Maeil could get the stable IT development and operation. During last 5 years, Maeil achieved great performance in the area of IT development and operation from the outsourcing. The present issue related to outsourcing strategy is whether Maeil will continue the current contract or change the vendor due to the anxiety of becoming a captive customer.