• Journal of Preventive Medicine and Public Health
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• v.40 no.1
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• pp.64-70
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• 2007

Objectives : This study was conducted to investigate the current status of outsourcing in Korean hospital information systems and the factors influencing its introduction. Methods : The authors surveyed 136 hospitals located in Seoul and its surrounding vicinities from June 7 to June 23, 2006. The facilitators and inhibitors to outsourcing in hospital information systems were derived from literature and expert reviews. Multiple logistic regression analysis was applied to identify the major influencing factors on outsourcing in hospital information systems. Results : Eighty-six (63.2%) of the 136 hospitals surveyed, which were mainly tertiary hospitals, responded to using outsourcing for their hospital information systems. "Hardware and software maintenance and support," "application development," and "management of service and staff" were the major areas of outsourcing. Outsourcing had been employed for $4\sim7$ years by 45.5% of the hospitals and the proportion of the budget used for outsourcing was less than 20%. A need for an extension in outsourcing was agreed on by 76.5% of the hospitals. The multiple logistic regression analysis showed that both consumer satisfaction and security risk have an influence on hospital information system outsourcing. Conclusions : Outsourcing in hospital information systems is expected to increase just as in other industries. One primary facilitator to outsourcing in other industries is consumer satisfaction. We found that this was also a facilitator to outsourcing in hospital information systems. Security risk, which is usually considered an inhibitor to information technology outsourcing, was proven to be an inhibitor here as well. The results of this study may help hospital information systems establish a strategy and management plan for outsourcing.

• Information Systems Review
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• v.1 no.1
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• pp.115-135
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• 1999

• Asia pacific journal of information systems
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• v.11 no.1
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• pp.91-115
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• 2001

Faced with tougher competition in global, organizations are pressured to improve organizational productivity, including information systems(IS) departments. Especially related to IS, trying to remain competitive and up-to-date in rapidly changing world is becoming a financial burden to many organizations. Through outsourcing, organizations can provide better services and acquire and maintain a competitive advantage. In recent years IS outsourcing related researches have appeared in trade and academic literature. However the research on accounting information systems(AIS) outsourcing is very little or limited. This study attempts to empirically test the relationship between determinant factors and the degree of accounting information systems outsourcing as well as the relationship between success factors and the interactions between the degree of accounting information systems outsourcing and outsourcing success. Based on the previous studies on IS outsourcing and its related theories, determinant factors(transaction characteristic, resource performance, and risk dependence) and success factors(monitor, participation, and vendor capability) were identified and their measures were developed. Empirical results demonstrate that the change in the degree of AIS outsourcing is determined by the specificity of accounting information asset, uncertainty, the effect of internal AIS, AIS cost-effectiveness, and cost increase risks, and that monitor and vendor capability are implementation factors determining the degree of outsourcing success.

• Information Systems Review
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• v.2 no.1
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• pp.85-99
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• 2000

• Asia pacific journal of information systems
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• v.7 no.3
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• pp.39-59
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• 1997

This study presents the growth strategy of outsourcing service by finding out the differences of importance between user firms and system integration(SI) firms in Korean outsourcing business, The result of data analysis reveals that there are siginificant differences between user firms and SI firms in some components of information systems(IS) outsourcing services. User firms regarded integation of distributea data centers as the prominent issue of IS environment changes. Meanwhile, SI firms chose management of IS/VAN center, office automation(OA), and management of global network, as the more important issues in the application area of outsourcing. Among the merits of outsourcing, both of them considered cost reduction and IS flexibility as the most important factors, However, they chose the difficulty of management control and the lack of operation knowledge among the demerits of outsourcing, Also, they commonly selected overall IS consulting among the components of outsourcing diffusion. In the question of future outsourcing services, user firms chose the adoption of client/server architecture, while SI firms selected the application of multimedia. These results show that there are some differences of preference between user firms and SI firms. Most of user firms consider the outsourcing to maximize information utilization, while the service suppliers focus on new IT adoption and its application to organization. For the strategic use of outsourcing services, SI firms are required to establish the diffusion strategy to meet the outsourcing needs of user firms.

• Asia pacific journal of information systems
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• v.16 no.2
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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.

• Asia pacific journal of information systems
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• v.6 no.2
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• pp.221-254
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• 1996

Information systems outsourcing takes diverse forms for various reasons. In order to analyze the diverse types of outsourcing relationships between outsourcing vendors and clients, two dimensions of outsourcing decisions proposed by Nam et. al. (1996), "the extent of substitution by vendors" and "the strategic impact of outsourced IS applications", are utilized as a framework. Four cells depicting types of outsourcing relationships are described based on the two dimensions. This paper studies the outsourcing experiences of four representative firms selected from 15 case study firms located in the U.S. within the framework of the proposed four types of outsourcing relationships. The movement of four firms in terms of its outsourcing decision within and across the cells is examined in order to derive the managerial guidelines over time.

• Asia pacific journal of information systems
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• v.6 no.1
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• pp.195-222
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• 1996

Faced with the challenge of reducing costs and improving competitive position, firms have recognized outsourcing as an important information systems (IS) strategic option. It has not been understood clearly what determines IS outsourcing. Based on the IS literature and transaction cost economics, cost efficiency related factors were identified, and a questionnaire survey was conducted. The results based on 181 responses from the bank executives in U.S. revealed that vendor production cost advantage and transaction risk are significant predictors of degree of outsourcing and outsourcing preference for data processing services. Insufficiency of IS funds and information technology uncertainty were found to be not only positively associated with vendor production cost advantage, but also directly associated with outsourcing preference and degree of outsourcing. Firm size is, however, not significantly related to vendor production cost advantge and IS outsourcing.

• The Journal of Information Systems
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• v.11 no.1
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• pp.1-28
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• 2002

Today, IT outsourcing has become a very important management strategy of implementing information systems in organizations. This paper investigates the risks and strategic recognition as a key factors effecting on the degree of outsourcing, Specifically the risks of outsourcing and its four components-control risk, economical risk, technical risk, relational risk-are examined to be a negative effect on the degree of outsourcing. And strategic recognition about outsourcing is examined to be a mediator factor between the risks and the degree of outsourcing. To empirically test these relationships, data are gathered from senior IT managers in 62 corporations. Results of this study show that the degree of outsourcing is strongly influenced by control risk, economical risk, relational risk. But technical risk does not influence on the degree of outsourcing. And strategic recognition about outsourcing is found that is mediator concern with the risks and the degree of outsourcing. The results indicate to provide a good framework to minimize the risks for IT outsourcing success.

• 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.