• 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.

• 정보화정책
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• 제31권3호
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• pp.88-105
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• 2024

많은 기업에서 핵심 역량 집중과 효율적 운영을 위해 정보시스템(IS) 운영 아웃소싱을 도입하고 있다. 그러나, 대부분 인력 기반 산정 방식(Head Counting)을 적용하고 있고, 이는 사업 비용을 객관적인 기준이나 체계 없이 당사자 간의 합의에 따라 산정하는 방식으로 계약까지 소모적인 논쟁이 발생한다. 또한, 인력 기반의 아웃소싱 계약 환경에서는 고객사와 IT서비스 제공사 모두 생산성, 효율, 품질 향상에 대한 동기부여가 미흡하여 기업 경쟁력 확보에 어려움이 있다. 본 연구에서는 실제 그룹사 기반의 IT서비스 기업에서 오랫동안 고객사와 협의를 거쳐 개발하고 실제 계약에 적용하기로 합의한 IS 운영 아웃소싱 가격모델 개발과정과 이를 기반으로 IT서비스 경쟁력을 확보해가기 위해 추진해 온 활동들을 소개함으로써, 향후 아웃소싱 계약방식 전환을 시도하는 기업들에 현실적인 가이드를 제시하고자 한다.

• Asia pacific journal of information systems
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• 제23권2호
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• pp.21-39
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• 2013

As the utilization of information technology and the turbulence of technological change increase in organizations, the adoption of IT outsourcing also grows to manage IT resource more effectively and efficiently. In this new way of IT management technique, service level management(SLM) process becomes critical to derive success from the outsourcing in the view of end users in organization. Even though much of the research on service level management or agreement have been done during last decades, the performance of the service level management process have not been evaluated in terms of final objectives of the management efforts or success from the view of end-users. This study explores the relationship between SLM maturity and IT outsourcing success from the users' point of view by a analytical case study in four client organizations under an IT outsourcing vendor, which is a member company of a major Korean conglomerate. For setting up a model for the analysis, previous researches on service level management process maturity and information systems success are reviewed. In particular, information systems success from users' point of view are reviewed based the DeLone and McLean's study, which is argued and accepted as a comprehensively tested model of information systems success currently. The model proposed in this study argues that SLM process maturity influences information systems success, which is evaluated in terms of information quality, systems quality, service quality, and net effect proposed by DeLone and McLean. SLM process maturity can be measured in planning process, implementation process and operation and evaluation process. Instruments for measuring the factors in the proposed constructs of information systems success and SL management process maturity were collected from previous researches and evaluated for securing reliability and validity, utilizing appropriate statistical methods and pilot tests before exploring the case study. Four cases from four different companies under one vendor company were utilized for the analysis. All of the cases had been contracted in SLA(Service Level Agreement) and had implemented ITIL(IT Infrastructure Library), Six Sigma and BSC(Balanced Scored Card) methods since last several years, which means that all the client organizations pursued concerted efforts to acquire quality services from IT outsourcing from the organization and users' point of view. For comparing the differences among the four organizations in IT out-sourcing sucess, T-test and non-parametric analysis have been applied on the data set collected from the organization using survey instruments. The process maturities of planning and implementation phases of SLM are found not to influence on any dimensions of information systems success from users' point of view. It was found that the SLM maturity in the phase of operations and evaluation could influence systems quality only from users' view. This result seems to be quite against the arguments in IT outsourcing practices in the fields, which emphasize usually the importance of planning and implementation processes upfront in IT outsourcing projects. According to after-the-fact observation by an expert in an organization participating in the study, their needs and motivations for outsourcing contracts had been quite familiar already to the vendors as long-term partners under a same conglomerate, so that the maturity in the phases of planning and implementation seems not to be differentiating factors for the success of IT outsourcing. This study will be the foundation for the future research in the area of IT outsourcing management and success, in particular in the service level management. And also, it could guide managers in practice in IT outsourcing management to focus on service level management process in operation and evaluation stage especially for long-term outsourcing contracts under very unique context like Korean IT outsourcing projects. This study has some limitations in generalization because the sample size is small and the context itself is confined in an unique environment. For future exploration, survey based research could be designed and implemented.

• 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.

• 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.

• 경영정보학연구
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• 제9권2호
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• pp.189-207
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• 2007

IT관리의 효율성과 효과성을 높이기 위한 방안으로 IT서비스관리(IT service management)의 중요성이 점증되고 있으며 아웃소싱 서비스 성과를 높이기 위하여 IT서비스 방법론 도입이 활발하게 진행되고 있다. 본 연구는 IT 아웃소싱 서비스 성과향상을 목표로 도입된 ITIL기반 IT서비스관리 시스템의 효과를 사례를 통하여 분석하였다. 연구결과 IT서비스 관리 시스템 구축이 정보시스템의 시스템 품질, 정보 품질, 서비스 품질에 직접적인 영향을 미치고 있으나 최종사용자의 시스템 사용(use) 및 사용자 만족도에는 직접적인 영향을 미치지는 못하는 것으로 나타났다. 본 연구는 ITIL기반 IT서비스 관리 시스템 구축 성과와 그 영향 범위를 탐색함으로써 IT서비스프로세스 연구를 위한 발견들(findings)을 정리하고 향후 이를 도입하고자 하는 기업의 효과적인 IT서비스관리 체계 구축을 위한 지침을 제공한다.

• 한국조리학회지
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• 제8권3호
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• pp.123-146
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• 2002

Outsourcing is procuring of outside resources, other than core resources for core competence, by a contract, from which a corporate can focus its core resources on core business. The outsourcing strategies of Korea tourist hotel business are in a rudimentary stage, which has been limited in simple work areas such as housekeeping services, room maid services, parking control services, security services, janitor services, laundry services, facility management, shuttle bus services, and sterilization services and their purposes are mainly to retrench a burden of employment or firm-fixed expenses. Therefore, the outsourcing strategies of Korea tourist hotel business have the following problems. First, their outsourcing has introduced only for the purpose of retrenching expenses. Second, it tends to deteriorate service quality, due to lack of pre-training. Third, it tends to concentrate their attentions only on simple repetition works. Fourth, their outsourcing is slow adjusted to the needs of business cultures. Outsourcing services in Korea tourist hotel business have never contributed to their basic concepts such as 1) maintenance or enhancement of core competences, 2) promotion of business efficiency through service quality improvement and expense retrenchment, and 3) achievement or enhancement of competitive advantage through enlarging their specialties, cultivating their market, learning new knowledge, and developing their asset. Therefore, this study is to insist on fife necessity of overcoming simple repetitive service outsourcing in tourist hotel business. In order to build a core competence and/or achieve a competitive advantage, the scopes of outsourcing services should be enlarged in Korea tourist hotel business.

• 한국산학기술학회논문지
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• 제9권5호
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• pp.1414-1421
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• 2008

최근 기업들은 기술적, 경제적, 전략적 요인들을 고려하여 정보시스템 개발에 있어 아웃소싱을 하는 경향이 두드러지고 있다. 그러나 성공적인 아웃소싱을 위하여 아웃소싱은 적절하게 관리되어야 한다. 본 연구는 정보시스템 아웃소싱에서 서비스사와 고객사의 자원과 능력의 차이가 파트너십의 질에 영향을 미치게 되며, 최종적으로 아웃소싱의 성공에 영향을 끼치게 된다는 사실을 검증하였다. 가설 검증을 통하여 고객사의 재무능력이 서비스사의 재무능력보다 높을 때 그리고 서비스사의 IT 자원이 고객사의 IT 자원보다 우수할 때 파트너십의 질이 좋아지는 것이 판명되었다. 또한 파트너십의 질은 아웃소싱의 성공에 영향을 주며 특히 신뢰도가 아웃소싱의 성공에 크게 영향을 미치는 것으로 나타났다.

• Journal of Information Technology Applications and Management
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• 제11권3호
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• pp.35-62
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• 2004

Recently, IT outsouricng has been one of the major concerns of many companies. This paper explores the relationship between information technology outsourcing risk factors and outsourcing performance. It is based upon a three-phase process utilizing IPO (Input-Process-Output) system. The first phase means the outsourcing planning risks t~at arise from overall environment of outsourcing, organizational refuse, and wrong contracts. The second phase implies outsourcing operational risks, which are occurred while out-sourcing perform and consist of organizational acceptances of outsourcing, partnership and hidden costs. The last phase is outsourcing performance based on four perspective of BSC(Blanced Scored Card). The survey was performed on the IT/IS firms, and the data was collected from 53 service receivers. The result of the analysis are as follows. First, Outsourcing planning risks positively affects the operational risks. Second, Outsourcing operational risks negatively affects the Outsourcing Performance.

• 경영정보학연구
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• 제2권1호
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• pp.85-99
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• 2000