• Journal of the Korea Society of Computer and Information
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• v.5 no.4
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• pp.166-179
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• 2000

This paper describes the various benefits that could be attributed to Information Systems Outsourcing, as an effective tool in an enterprises competitive strategy. This study attempts to confirmatory analysis the relationship between determinant factors and degree of Information Systems Outsourcing. A contribution of this study is the empirical of the determinant factors of Information Systems Outsourcing. The result of this study will be useful for the chief executives officers to make more rational outsourcing decision making for Information Systems and the vendor's marketing strategy developments. The paper also strives to provoke debate in this area with a view to encouraging further research on the topic.

• Journal of Information Technology Applications and Management
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• v.10 no.3
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• pp.75-92
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• 2003

In order to investigate IS(Information Systems) outsourcing cost estimation model preference of firms, this study reviews previous literatures on outsourcing and firm characteristics. The relationships between firm characteristics and IS outsourcing cost estimation model preference are analysed. Four major factors of firms characteristics are found and classified. IS outsourcing cost estimation model with SLA are found to have a strong relationship with organizational culture. Future research will be needed to verify the result of this exploratory study.

• 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.

• The Journal of Information Systems
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• v.14 no.3
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• pp.23-30
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• 2005

Computer attacks on vulnerable software are ubiquitous. Today's attacks on client PCs can be used to create armies of zombie computers that are capable of wide reach attacks on high profile businesses and governments. The simple act of patching software vulnerabilities will certainly mitigate this problem, but patching has its own set of problems. Further, it is frequently the case that patches which are available to mitigate vulnerabilities are not being made on a timely basis and sometimes are not being made at all. One solution to the patch management dilemma is outsourcing. This paper notes that outsourcing is not a carte blanche decision that can be made based on dollars, but rather that a contingency decision matrix can provide guidance on outsourcing solutions for patch management and other security components as well. The matrix recognizes that IS staff expertise and employee security awareness are two important factors in the outsourcing decision.

• The Journal of the Korea Contents Association
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• v.9 no.7
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• pp.285-293
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• 2009

The purpose of this paper is to examine IT governance mediated the effect of human resource capability on information systems outsourcing success. The survey method was used for this paper, and data from a total of 108 companies that were listed greater than $10 million were used for the analysis. And structural equation model was used to analyze the data. The results of this empirical study is summarized as followings. First, human resource capability do not have a direct effect on information systems outsourcing success but IT governance mediates the effect of human resource capability. Second, preparedness capability and relationship capability have positive effect on the IT governance. The findings have significant implications for IT governance in information systems outsourcing.

• Asia pacific journal of information systems
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• v.17 no.3
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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.

• Information Systems Review
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• v.4 no.2
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• pp.293-307
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• 2002

In this study, industry-specific application systems operation cost estmation models are suggested. We reviewed operation cost models of previous researches, and developed a strong need for industry-specific operation outsourcing cost models. Security industry operation cost model and medical care industry outsourcing cost model are proposed, and tested with empirical data. We showed the validity of industry-specific application systems outsourcing cost models. Future research will be needed to develop outsourcing cost models for other industries and to refine cost models developed in this study.

• Journal of Information Technology Services
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• v.3 no.1
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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.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 1998.10a
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• pp.479-488
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• 1998

This study investigates the effect of conflict resolution methods on the IS outsourcing performance. A survey of 207 IS oursourcing relationship of U.S. firms indicates that(1) constructive/proactive methods, such as joint problem solving, is positively related to the success of IS outsourcing relationships, and that (2) destructive/passive methods, such as persuasion, smoothing/avoiding, domination, and use of harsh words are negatively related to the success of IS outsourcing relationships. The findings suggest that the manner in which conflict is resolved can be productive or destructive for the IS outsourcing performance.

• Journal of Digital Convergence
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• v.10 no.7
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• pp.99-106
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• 2012

This study analyzed about medium-sized companies with AIS systems and outsourcing services to relate that the system performance. In addition, for the most efficient outsourcing of AIS management plan were analyzed. In this study, studied the practical environment of AIS outsourcing that separated the operating departments and administrative departments and divisions information to small-mid size companies. The results of this study can be summarized as the first, small business outsourcing companies of AIS introduction of the initial accounting module if you run a higher job performance were analyzed. Second, AIS in the outsourcing of integrated modules for the system to operate through the performance was very high. Integrated operation to be analyzed according to the synergistic effect. The results of this study AIS in the future of manufacturing outsourcing, and how small and medium-sized building is expected to give alternation.