• 한국유통학회지:유통연구
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• 제4권1호
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• pp.31-49
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• 1999

The present paper discusses the current status of outsourcing of service encounter in department stores. We attempt to find if there is any significant relationship between outsourcing motive and business performance. The 30 department stores under analysis show that they vary in the degree to which they appreciate the necessity of outsourcing and also the which they employ outsourcing. It is also found that firm size influences the portion of outsourcing. The two main motives of outsourcing seem to be (i) cost saving and (ⅱ) better customer satisfaction. We find that the latter plays a more important role. However, there seems to be no significant connection between outsourcing and performance and between motives of outsourcing and performance.

• 한국산업정보학회:학술대회논문집
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• 한국산업정보학회 2008년도 추계 공동 국제학술대회
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• pp.365-384
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• 2008

Many studies on ASP outsourcing area have focused on the Critical Success Factors(CSFs) of ASP outsourcing projects or on the service quality of ASP Service. But these studies have limitations to explain how to succeed in doing ASP outsourcing project. The objective of this research is to overcome this limitation by using the concept of "IT Risk" in Outsourcing. The effective control of the risks-caused during the IS outsourcing process-gives (ASP service using) users a powerful tool to minimize the risks and thus maximizes the possibility of ASP outsourcing project success. In order to perform this objective, this research set up the research model which is composed of three concepts. The three concepts are 1. Undesirable Outcomes(:UO) as IT outsourcing Risks, 2. The Source of Risks(:SOR) influencing the UO, and 3. the intention to get/execute Real Option Portfolio to control the risk level of SORs and UOs. This research has some important and interesting implications on the ASP outsourcing area. First, this research classifies the risk factors as three concepts and finds the interactions among them. Second, Using Real Option portfolio can control the risks effectively occurred during outsourcing projects. Third, Vendors(ASP service providers) can offer users IN TIME the options which can minimize the occurrence of risks.

• 한국경영과학회지
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• 제33권1호
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• pp.71-105
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• 2008

Various stakeholders within and outside of the organization are involved and participate in the outsourced IS development. As their interests and goals are different conflict arises in the process of their interaction, and it is an important factor affecting outsourcing success. The study focuses on the conflict between client users and vendor, i.e. main conflict in the outsourcing project, and examines the relationship of conflict with project success, the antecedents of conflict, and investigates the effectiveness of conflict resolution facilitation. An integrated conceptual model is developed grounded on is outsourcing, IS development, project management, and organizational behavior literature. Nine specific hypotheses on the conflict in outsourcing projects are proposed, and data collection and analysis are performed with 214 ISD outsourcing projects. Results indicated that the conflict between client users and vendor in outsourcing projects was found to have negative effects on project success. Main causes affecting conflict were examined, and relative influences of these causes were clarified. Recently internal IT personnel have been faced their role change with the increase of outsourcing, and the importance of their conflict resolution facilitation was highlighted.

• 경영정보학연구
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• 제7권2호
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• pp.229-255
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• 2005

산업은행은 1999년 제1금융권으로는 최초로 IT 운영에 대한 전체 아웃소싱을 추진하였다. 대부분의 은행들이 금융사고와 보안, 그리고 파업에 대한 위험 등을 이유로 타회사 방식 아웃소싱을 꺼리는 상황에서 산업은행의 이러한 시도는 많은 주목을 받았다. 이후 산업은행은 끊임없이 아웃소싱의 문제점들을 진단하고 이를 개선하기 위하여 다양한 보완책을 강구하였다. 이러한 개선의 결과로, 산업은행의 IT 아웃소싱은 외주 운영기와 공동 운영기를 지나 금융권 IT 아웃소싱 최초로 타 은행에 비해 선구적인 아웃소싱 방식인 책임운영 체제를 갖추게 되었다. 책임운영을 통해 산업은행은 최신의 향상된 IT 수준을 얻고 내부 인력을 핵심역량에 집중시키며 부족 인력의 즉시 수급이 가능하게 되어 유연성을 확보할 수 있었다. 또한, 외주업체와의 관계를 공급자와 수요자의 일방적 관계로 설정하지 않고 함께 책임지는 책임 운영 방식 체제로 전환함으로써 자체 보유역량과 IT 전문업체의 노하우를 통합할 수 있게 되어 IT 아웃소싱의 순기능을 활용할 수 있게 되었다. 이와 같은 산업은행의 IT 아웃소싱 사례를 살펴봄으로써 일반적으로 타 회사 방식 아웃소싱에 대해 갖고 있는 우려가 현실적인 것인지, 혹은 극복될 수 있는 것인지를 확인하고, 자회사 방식의 아웃소싱에 비해 어떤 장점들을 갖고 있으며 어떤 성과를 보이고 있는지 정리하였다. 뿐만 아니라, 타 회사방식 아웃소싱에 대한 잘못된 견해들을 바로잡음으로써 폐쇄된 금융 IT 아웃소싱 시장의 구조를 개선하고 국내 IT 아웃소싱 업체의 국제 경쟁력을 제고할 수 있을 것으로 기대한다.

• Asia pacific journal of information systems
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• 제16권2호
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• pp.85-110
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• 2006

The objective of this research is to identify the process of knowledge transfer and to examine the effect of IT human capability on knowledge transfer in information systems outsourcing. Through a field survey, it is found that clients' IT human capability significantly affects on cooperative learning with vendors and knowledge transfer from vendors to clients. The survey also shows that clients' trust with vendors indirectly enhances the knowledge transfer by increasing the cooperative learning. This study provides a solution of knowledge transfer problem in information systems outsourcing. Also it brings out issues that can be accrued in the outsourcing situation, such as clients' dependency on vendors and knowledge asymmetries developed in favor of the vendors. These issues should be topics for future research on information systems outsourcing.

• 한국IT서비스학회지
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• 제3권1호
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• pp.127-146
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• 2004

Recently, Information systems (IS) outsourcing has been becoming a viable strategic alternative in the management of information systems. Accordingly, the demand of research in practice has been changed from how to decide IS outsourcing to how to manage IS outsourcing. However, there is little known about the management of IS outsourcing in existing literature. Moreover, the existing studies suggest conflicting solutions in accordance with their own perspectives : competitive relationship vs. cooperative relationship. The purpose of this study is to address this conflicting result, and consequently to enhance an understanding of IS outsourcing management by introducing the concept of interorganizational control. To meet this purpose, this study adopts Lee(2003)'s integrative model of IS outsourcing management based on the existing literature from different management disciplines and different perspectives, and then conducts four case studies. The result reveals that users, as well as IS manager, play a critical role in controlling IS outsourcing. Moreover, they implement a portfolio of control modes including both informal and formal modes. The result also suggests that the choice of particular control mechanism depends on client, supplier, task, and relationship characteristics.

• 한국IT서비스학회지
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• 제1권1호
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• pp.161-168
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• 2002

Many problems in IT outsourcing service industry of Korea are rooted in the idiosyncratic structure of the industry. This structure causes the unique characteristics of service level management, service delivery methodology, and contracts. This study looks into the status of the industry, vendors, and markets of IT outsourcing and proposes some of relevant research topics of each area respectively.

• 한국조리학회지
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• 제12권3호
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• pp.17-31
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• 2006

There have not been the best method for improving the management system of an enterprise. Its management system must be changed according to new environment. Therefore, the food service industry had to accept outsourcing strategies to reduce cost and construct the core-capability of enterprise. In this respect, we studied the introduction and the satisfaction in outsourcing strategies for family restaurants, including a post of enterprise, decision on the supply-enterprises, contract preparation, cost of outsourcing, recontract items and outsourcing result estimation. The results of this study were as follows; First, 90.5% of managers for 7 family restaurants felt that outsourcing is needed. Second, the post of the outsourcing for 7 family restaurants was from 1 to 8; supply for raw food material, cleaning and equipment repair. The introduction of outsourcing for 7 family restaurants started in 1995 and it had constantly made progress up to 2003. Thirdly, the advantages of the outsourcing for 7 family restaurants were increase of benefit, improvement of controllable-power for family restaurants and improvement of employees' satisfaction. Fourthly, 42.9% of managers were satisfied and 4.8% of them were not satisfied. 36 to 40 year old vice-managers were very satisfied with the result of the outsourcing. Fifth, 90.5% of family restaurant managers found the outsourcing to be needed and especially managers in their late thirties realized the outsourcing.

• 정보관리학회지
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• 제24권3호
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• pp.21-41
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• 2007

IT 아웃소싱은 전략적 차원에서 추진되는 조직의 중요 사안이나 이를 추진함에 있어 명확한 목표와 분명한 계약이 없이 단순한 생각으로 접근했을 경우는 그 결과에 대해 주관적인 실패로 인식하기 쉽다. 특히 아웃소싱 관리에서는 공급자와 고객 간의 계약 특히 심리적 계약에 근거한 관계 관리가 매우 중요하다고 인식되며, 본 연구는 아웃소싱 관계 수준과 아웃소싱 성과에 영향을 미치는 아웃소싱 공급자와 수혜자인 고객의 책무 사항에 초점을 두고 이루어졌다. IT 아웃소싱에 대한 공급자의 책임영역은 아웃소싱 수행 기반적 요소 및 수행 능력과 관련된 요소로 대별할 수 있으며, 고객의 책임영역은 아웃소싱 수용 환경적 요소 및 수용 능력과 관련된 요소로 대별할 수 있다. 본 연구의 결과로는 수행기반, 수행능력, 수용능력이 아웃소싱 관계수준에 영향을 미치고, 아웃소싱 관계수준은 아웃소싱 성과에 영향을 미치는 것으로 나타났다. 그리고 공급자의 수행능력은 아웃소싱 성과에 직접적인 영향을 미치기도 한다. 그리고 공급자와 고객의 4가지 책임영역은 상호간에도 유의적 관계가 있다.

• 한국IT서비스학회지
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• 제7권1호
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• pp.167-193
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• 2008

Clients' outsourcing strategies noted in the IT outsourcing literature generate varying levels of client dependence on vendors. This study investigates clients' efforts to mitigate such dependence by utilizing multiple vendors. We use the theoretical lenses of resource dependency and opportunism to study this phenomenon. Specifically. we consider degree of outsourcing, duration of contract, and externalization of control as strategic choices that engender vulnerabilities that clients seek to offset by using multiple vendors. This study then considers the basis of the outsourcing relationships, clients' satisfaction with the relationships. and clients' IT workforce size as conditions that induce clients' concerns about vendor opportunism. This study argues that these conditions can exacerbate clients' experience of vulnerability. further encouraging clients' use of multiple vendors. The research model developed is tested in a survey of firms in South Korea. Results suggest a strong impact of outsourcing strategic choices on the number of vendors used by clients. The anticipated moderating effects of opportunism were only weakly supported by the data though. Theoretical and practical implications of the results are considered and suggestions for future research are offered.