• Journal of Information Technology Applications and Management
• /
• 제12권2호
• /
• pp.45-61
• /
• 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.

• 지식경영연구
• /
• 제17권2호
• /
• pp.205-229
• /
• 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.

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

• Asia pacific journal of information systems
• /
• 제17권3호
• /
• pp.55-78
• /
• 2007

Increasingly the information technology (IT) outsourcing phenomenon has been a subject of much academic research. Scholars have argued that knowledge complementarities playa crucial role in forming successful IT outsourcing relationships. However, notwithstanding the fast growth of IT outsourcing, prior studies on IT outsourcing have not included knowledge complementarities in their research design as a determining factor for IT outsourcing effectiveness. Further, the understanding of knowledge complementarities itself remains ambiguous. In this study, the concept of knowledge complementarities is explored in the IT outsourcing context at the firm level. Specifically, it addresses the following questions: what is knowledge complementarities? How does it affect IT outsourcing effectiveness? Is the relationship between knowledge complementarities and IT outsourcing effectiveness influenced by organizational trust between the client and the vendor? Grounded in the relevant theories to knowledge management and IT outsourcing, we develop a research model in which both the main effects of knowledge complementarities and organizational trust and the moderating effect of organizational trust on the relationships between knowledge complementarities and IT outsourcing effectiveness are tested. Within this research model, we develop a second order construct of knowledge complementarities, consisting of complementary business knowledge and complementary IT knowledge as the first order constructs. We have used data from a field study of 103 firms in Korea to test the proposed model. Controlling the effects of conflict resolution efforts, our empirical analysis found significant main effects of knowledge complementarities and organizational trust on IT outsourcing effectiveness. The results suggest that knowledge complementarities between the client and vendor positively contribute to IT outsourcing effectiveness. Specifically, the client needs to have enough IT knowledge to assess the quality of IT outsourcing services provided by the vendor. Meanwhile, the vendor should understand the client's business well enough to provide IT services, Contrary to our expectations, the moderating effect of trust on the relationship between knowledge complementarities and IT outsourcing effectiveness was not supported in this study. The results also show that organizational trust between client and vendor significantly influences IT outsourcing effectiveness. As for contributions of this study, we have not only clarified the concept of knowledge complementarities, but also developed an instrument to measure the concept and empirically validated it. Further, we have tested the idea that knowledge complementarities and trust directly influence IT outsourcing effectiveness and trust moderates the relationship between knowledge complementarities and IT outsourcing effectiveness. Out results prescribe the knowledge complementarities of client and vendor as a useful path to IT outsourcing effectiveness. These findings have important theoretical and practical implications, which are discussed in the paper.

• 한국IT서비스학회지
• /
• 제2권2호
• /
• pp.135-156
• /
• 2003

This study attempts to understand the management of IS outsourcing by introducing the concept of inter-organizational control. To meet this purpose, this study develops integrative model of IS outsourcing management based on the existing literature from different management disciplines : MIS, Marketing, Organization, Strategic Management, and different perspectives : economic, social, organizational perspectives. In addition, several implications are presented, and future directions are suggested.

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

• 경영정보학연구
• /
• 제14권3호
• /
• pp.1-23
• /
• 2012

오늘날 급격하게 변화하는 정보기술 시장에서, IT 아웃소싱은 지속적인 경쟁우위 달성 및 IT 유연성 확대를 위한 전략적 도구가 되고 있다. 많은 기업들이 IT 아웃소싱을 도입하길 원하지만, IT 아웃소싱 과정을 명확하게 설명한 사례는 거의 보고되지 않았다. 따라서 본 연구에서는 유통업체인 A업체를 대상으로 IT Outsourcing의 구체적 평가 방법론과 과정에 대한 심층적 사례분석을 시도하였다. 먼저 기업의 내/외부 환경을 분석하고, 조직/인력/직무 평가를 실시하며, 마지막으로 IT 아웃소싱 업무를 선정하고 인력을 재배치하게 된다. 본 연구에서 제공하는 IT outsourcing을 위한 절차 및 방법론을 통해 IT outsourcing을 준비하는 기업들에게 실무적 지침을 제시하였다.

• 한국의류학회지
• /
• 제29권11호
• /
• pp.1421-1431
• /
• 2005

In this study, outsourcing behaviors of shoe manufacturing companies were studied and four types of outsourcing were generated based on qualitative data collected through in-depth interviews with 21 practitioners of shoe manufacturing companies. In results, shoe manufacturers are actively adopting outsourcings in production of raw materials(RM) as well as final products(FP). However, relatively less effect is being made on outsourcing in the field of product planning, international marketing and information technology. Four types of outsourcing include shoe manufacturers focusing on: 1) domestic production of RH and FP, 2) domestic production of RM and international production of FP, 3) domestic/international production of RM and FP, and 4) international production of RH and FP. These types were differed. from their manufacturing items, product planning skills and target markets of shoe manufacturing companies.

• 한국정보시스템학회지:정보시스템연구
• /
• 제8권1호
• /
• pp.5-26
• /
• 1999

In recent years there has been an increasing amount of attention paid to outosourcing of information systems (IS) functions in organizations. The changing and more strategic role of outsourcing in business firms has been given much coverage in academic and trade publications. Trying to remain competitive and up-to-date in the rapidly developing world of computer technology is becoming a financial burden to many organizations in fields such as banking and financial services, health care, and manufacturing. Hiring outsiders to handle part or even all of its information services helps an organization provide better services and maintain a competitive advantage. This paper attempts to provide a benchmark of current IS outsourcing utilization in Korea. A detailed descriptive analysis of survey responses from 78 Korean companies indicates the usage, length of experience, expenditure of outsourcing, and kinds of IS functions being outsourced. The study also analyzes the effects (strategic, economic, and technological) of IS outsourcing with respect to the length of experience, expenditure of outsourcing, and kinds of IS functions being outsourced As a result of the analysis there are significant differences in the strategic, economic and technological effects of IS outsourcing with respect to the expenditure of outsourcing, kinds of IS functions being outsourced and firm size.

• 디지털콘텐츠학회 논문지
• /
• 제10권2호
• /
• pp.341-348
• /
• 2009

본 연구는 국내기업들의 IT아웃소싱 의사결정과정에서 수행의사에 영향을 미치는 위험요인을 고찰하여, IT아웃소싱의 제약요소로 작용하고 있는 위험요인을 실증적으로 제시하기 위해 수행되었다. 문헌 연구 및 전문가 인터뷰 등을 통해서 IT아웃소싱에 대한 위험요인은 거래관련 위험, 고객 위험 및 공급업체 위험으로 분류되었으며. 총 79개사로부터 수집된 총 141개 설문을 통해 실증분석한 결과 고객 위험과 공급업체 위험요인이 IT아웃소싱 수행의사에 영향을 주는 것으로 밝혀졌다. 기업에서는 고유 업무의 연속성 확보 등 고객 자체의 위험요인들과 공급업체의 기술력 확보와 인력의 전문성 등 공급업체 위험 요인들에 대한 대응을 통해서 IT아웃소싱의 적용 및 확대가 가능한 것으로 분석되었다.