• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.551-556
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• 2007

This paper attempts to develop a framework for interrelationships among human resources information systems (HRIS), outsourcing, and corporate culture. This research investigates impacts of outsourcing HRIS on corporate culture. In this paper, we hypothesize that outsourcing corporate HRIS is less appealing (1) if the quality of product and customer service matters for a firm, (2) if a firm is concerned with a loss of intellectual property, and (3) if a firm requires maintenance of a distinctive human resource service function that is capable of meeting the challenges of fast changing customer demands in a dynamic business environment. In addition, this study argues companies must be aware of the total costs associated with HRIS before outsourcing its human resource functions. Finally, the impact on employee morale and performance must also be considered By outsourcing HRIS, managers will be able to spend more time and resources dedicated to an employee's professional career development.

• Journal of Distribution Research
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• v.4 no.1
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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.

• Knowledge Management Research
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• v.17 no.2
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• pp.205-229
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• 2016

Owing to the current economic downturn, one of the most important goals of the organizations who are actively involved in Information Technology Outsourcing (ITO) is the cost efficiency. We focus on supplier firm's domain understanding to make the cost efficiency; therefore, we examine how the disadvantages from lower domain knowledges affect outsourcing performance moderated by outsourcing ratio and knowledge change environments. That is, if clients can endure disadvantage from service providers' lower domain knowledge, they can achieve cost efficiency by choosing lower domain knowledge suppliers with less expensive cost. To examine performance gap depending on the environments, we applied 'A Learning Model of IT Outsourcing' which is suggested by previous literature. As a result, we suggest five strategies for clients to contract with suppliers which have lower domain knowledge: (1) Prepare the strategy to endure disadvantages from the early stage. (2) Make the strategy depending on outsourcing ratio. (3) Knowledge transfer between organizations is important. (4) Make a short-term contract if they do not have good environments for organizational learning. (5) Client's knowledge change environments are more important than those of supplier's. Finally, we offer various implications for clients and suppliers in IT outsourcing.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.9 no.5
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• pp.1414-1421
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• 2008

The information system outsourcing has been received considerable attentions in recent years. Despite it great potential, the execution of the outsourcing need to be guided to avoid any possible failure. This study shows how the difference in the resources and capabilities between the customer company and the service provider affects the quality of partnership, finally the success of information system outsourcing. From the hypotheses testings, it is found that If the financial ability of the customer company is higher than that of the service provider, the partnership is good. In addition, If the IT resource of the service provider is higher than that of the customer company, the qualify of partnership is high. As a conclusion, the partnership quality has an effects on the success of outsourcing. Especially, the trust has an greater effect on the success of outsourcing than cooperation does.

• Asia pacific journal of information systems
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• v.4 no.2
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• pp.165-187
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• 1994

This paper tests whether there are any differences in perceived effectiveness according to the range of outsourcing, and we tried to identify the reasons if any. By executing a field survey and T-test on composite success measure value of two types (integrated outsourcing type and backend outsourcing type), we testified that the perceived effectiveness of the two types in outsourcing was not different. Discussion fo the stududy result followed. First, 'integrated outsourcing type' does not generate very excellent performance. Second, so far the characteristics of 'integrated outsourcing type' such as strategic management of IS, activating end-user computing(EUC), and making the strategic partnership with vendors and so on have not been successfully utilized as expected.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2007.11a
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• pp.256-263
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• 2007

Corporate managers look at IT outsourcing as long-term strategic choices not as short-term tactical ones, and maximizing the effect that IT outsourcing brings about is the main concern to them. Emerging different types of IT outsourcing and their effects on the corporate business decisions necessitate the research on this subject. According to previous researches, the Intent for IT outsourcing is categorized as IS Improvement, Business Impact, and Commercial Exploitation. The decison factors for these IT outsourcing include corporate strategy types, IT role, and interaction between these two. Firm size and IT maturity are selected as moderating factors to add the credibility to the research of the effect of IT outsourcing decision making. Analyzing IT outsourcing data collected from 61 large-size and mid-size domestic firms revealed that corporate strategy rather than IT role is more significant factor affecting the intent for IT outsourcing decision. That means the decision of outsourcing intent is affected by corporate strategy types. Defenders(as in corporate strategy types) tend to use IT outsourcing more as a means to improve information systems, compared to analyzers and reactors. Prospectors tend to use IT outsourcing more as a commercial exploitation, compared to analyzers and reactors. These outcomes prove that corporate strategy characteristics reflect outsourcing intent. There were previous researches that showed outsourcing decision depends on IT role however the hypothesis was rejected that IT role determines outsourcing intent. It was also rejected that the interaction between corporate strategy types and IT role determines outsourcing intent. Corporate decision makers should first analyze corporate strategy, and reflect it on the outsourcing intent when they make IT outsourcing decisions. Only the precise defining of IT outsourcing intent will lower the risk and increase the possibility of success.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.31 no.3
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• pp.101-109
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• 2008

This paper considers an integrated decision for scheduling and outsourcing(or, subcontracting) of a finite number of jobs(or, orders) in a time-sensitive make-to-order manufacturing environment. The jobs can be either processed in a parallel in-house facilities or outsourced to subcontractors. We should determine which jobs should be processed in-house and which jobs should be outsourced. And, we should determine the schedule for the jobs to be processed in-house. If a job is determined to be processed in-house, then the scheduling cost(the completion time of the Job) is imposed. Otherwise(if the job should be outsourced), then an additional outsourcing cost is imposed. The objective is to minimize the linear combination of scheduling and outsourcing costs under a budget constraint for the total available outsourcing cost. In the problem analysis, we first characterize some solution properties and then derive dynamic programming and branch-and- bound algorithms. An efficient heuristic is also developed. The performances of the proposed algorithms are evaluated through various numerical experiments.

• Journal of Fashion Business
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• v.3 no.1
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• pp.138-146
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• 1999

For an enterprise to survive in extremely competitive world, it had better to down budget and resource of unimportant fields so that the enterprise can concentrate resources on the strong field. Nowadays in Korea, it is important to research outsourcing for strengthen the competitive power in apparel maker because of recent depression. The questionnaire was composed of 14 factors about outsourcing effect. The questionnaires were selected for finial analysis 67 apparel makers in Pusan and Seoul and data was analysed by using paired t-test by SPSS program. Almost of apparel makers (85.07%) has been outsourced the sewing process to contractor or vendor. Outsourcing in this case is marked lower effect than insourcing except reducing cost, economy of time and overcoming internal resources. This means that our outsourcing has been progressed with so many risk. If we have research the successful outsourcing and have a strategic vision and plan with vendor and product mutually beneficial relationship, we can share the risk and creating new business synergies through outsourcing.

• Journal of Information Technology Applications and Management
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• v.12 no.2
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• pp.45-61
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• 2005

Recently, increasing attention has been paid to IT outsourcing and core competency of the corporation. Many companies are expected to focus on core competency rather than reduce IT cost from IT Outsourcing. But, by this time there are no a framework for evaluating intensity of core competency and maturity of IT outsourcing capability. This paper is conducted to provide a framework for evaluating intensity of core competency and maturity of IT outsourcing capability. This paper is to verify if the company's core competency and IT outsourcing capability have a significant influence on each other.

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.11 no.7
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• pp.3648-3663
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• 2017

With the development of cloud computing and widespread availability of mobile devices, outsourcing computation has gotten more and more attention in cloud computing services. The computation of bilinear pairing is the most expensive operation in pair-based cryptographic schemes. Currently, most of the algorithms for outsourcing bilinear pairing have small checkability or the outsourcers need to operate expensive computations. In this paper, we propose an efficient algorithm for outsourcing bilinear pairing with two servers, where the outsourcers can detect the errors with a probability of 1 if the cloud servers are dishonest, and the outsourcers are not involved in any complex computations. Finally, the performance evaluation demonstrates that the proposed algorithm is most efficient in all of fully verifiable outsourcing algorithms for bilinear pairing.