• 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.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2005.05a
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• pp.1072-1082
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• 2005

This study develops a contingency fit between client IT capability and vendor competence in IS outsourcing relationship by integrating both the contingency theory in organization and the relationship theory in IS outsourcing. By adopting a fit as a moderation, the relationship intensity of IS outsourcing is hypothesized to be influenced by the fit between client IT capability and vendor competence, thereby leading to the success of outsourcing. The testing data was obtained from 20 IS outsourcing projects from both clients and vendors in Korea. The research model proposed in this study was then tested using the structural equation model (SEM). As expected, the result shows that when there is a fit between client IT capability and vendor competence, higher level of relationship intensity and outsourcing success exhibits. The findings have significant impactions for further research and practice.

• Journal of Korean Library and Information Science Society
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• v.37 no.2
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• pp.231-253
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• 2006

This study intends to make a comprehensive inquiry about the theoretical foundations of cataloging outsourcing. To the end, this study examined (1) backgrounds of cataloging outsourcing, 2) the pros and cons of cataloging outsourcing, (3) theoretical justification suggested by guardians of cataloging outsourcing, and (4) methodological limitations found in literatures on the subject. On the basis of it, finally suggested are methodologies for evaluating 'effectiveness' of cataloging outsourcing.

• The Transactions of the Korea Information Processing Society
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• v.4 no.6
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• pp.1401-1417
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• 1997

The major objective of this study is to propose an estimation method for the equipment operating cost in the data center outsourcing situation. To accomplish the objective, the fundamental concepts about the outsourcing pricing is first established by analyzing the previous research in this area. Then an actual case of data center outsourcing is evaluated. Based on the conceptual model and the actual case, a new method is proposed. Validity of the proposed method is verified by the quantitative comparison with the previous method. Reasonability and usefulness of the method were evaluated through the customer survey.

• Journal of Korean Society for Quality Management
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• v.36 no.1
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• pp.49-61
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• 2008

The classical IT-Outsourcing studies have focused on the factors which a company decides for the IT-Outsourcing strategy. But the main concerns of recent researches are more about the Critical Success Factors determining the Success of the IT-Outsourcing service. Especially, the factors, which enhance the level of Success during and after the implementation of IT-Outsourcing services, are the main field of the recent researches. The study about the Partnership between Outsourcer and Outsourcee are also one of the most frequently researched themes. The result of these studies shows us that the "Reliability" and "Communication" are the main factors for the successful partnership. In this paper we try to find out how the IT-Outsourcing factors (independent variable) have influenced on the Success of IT-Outsourcing strategy (dependent variable) with 4 kinds of parameters. These moderate variables are the 4-types of Partnership by FORT, that is, "Support", "Reliance", "Alignment" and "Alliance".

• Journal of Information Technology Applications and Management
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• v.13 no.4
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• pp.181-195
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• 2006

In recent years, increasing attention has been paid on how to manage a successful relationships between the receiver and provider of the Information Systems(IS) outsourcing services. This study explores the sources of influence for successful outsourcing relationships. Based on the Jaworski's control combination model for marketing, we (1) propose a management combination model of outsourcing relationships where trust is introduced as an intervening variable and outsourcing compleyity as a moderating variable, (2) test this model using a sample of 94 outsourcing projects in 36 organizations that have outsourced there IS functions to external service providers. The results indicated several significant findings. First, the deployment of management mechanism such as contract mechanism and trust building has a significant effect on the outsourcing success through trust only. Second, complexity of outsourcing activities has a moderating effect on relationship management combinations.

• East Asian Economic Review
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• v.23 no.3
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• pp.261-284
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• 2019

This paper explores the ramifications of international outsourcing on unemployment, income distribution and welfare, which is an important but yet unresolved issue. Using the well-known Harris-Todaro (1970) model of sector-specific unemployment, it shows that the effects of outsourcing on employment, income-distribution and welfare depend on the sector in which the outsourcing occurs, whereby sectoral factor intensities, unemployment-outsourcing response and the dynamic stability condition play crucial roles. In particular, outsourcing in the manufacturing (primary) sector widens (narrows) income inequality by increasing (decreasing) the sectoral wage gap and raising (not affecting) the rental income of the capital owners in the economy. Moreover, outsourcing in the manufacturing (primary) sector can be welfare-decreasing (is always welfare-increasing) due to its negative (positive) employment effect mitigating (reinforcing) the primary gains from the outsourcing.

• International Commerce and Information Review
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• v.11 no.4
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• pp.215-228
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• 2009

This research considers to analyze the importance and priority order of outsourcing partner selecting factors on plant exporters. This research deals with case study on the outsourcing in the "A" plants exporter. To obtain the goal this research, firstly, based on reviewing previous literature and taking professional advice, the selecting factors were identified and conceptualized, and we made the hierarchy model and utilized AHP in analysis method. Secondly, AHP model constructed 3 higher factors, and 9 lower factors. Thirdly, the data used for the weight values for the outsourcing partner factors were collected from outsourcing experts and officers in "A" company. The 3 higher factors were 'Firm's Competence', 'Customer/User Factor', and 'Systemic Factor', and the 9 lower factors were 'experience of outsourcing', 'competency based HR', 'market share', 'reliability', and 'communication', etc. As the results of the analysis, this research evaluated with an importance highest among selecting factors of outsourcing partner of "A" company were 'Customer/User Factor(46.5%)', 'Systemic Factor(27.8%)' and 'Firm's Competence(25.7%)'. And importance highest among lower selecting factors of outsourcing partner of "A" company were 'reliability(31.4%)', 'competency based HR(14.4%)' and 'communication(13.7%)'. The developed model and selecting factors of outsourcing partner are expected to contribute on effective decisions on plants exporters. Managerial implications and future research directions are suggested based on findings.

• Journal of Korea Society of Industrial Information Systems
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• v.18 no.6
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• pp.113-125
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• 2013

Outsourcing is used as one of the effective methods while many companies have to start to innovate everything because of increased fierce global competition, low-growth economy, and varied customers' requirements. Under these conditions, a lot of firms are introducing outsourcing for cost savings, risk reduction, management efficiency, strengthen core competence. The purpose of this study is to analyze the effect of between outsourcing success by outsourcing strategy and factors for selecting outsourcing partners and BSC success in the Korea manufacturing. This study was intended to make it possible to get a practical approach on evaluation and compensation of the outsourcing manufacturing enterprises by identifying outsourcing success factors and BSC performance factors. When an outsourcing partner of enterprise is selected, detailed assessment will be possible in terms of partner's competence, financial factors, institutional factors, and operational factors.

• Journal of Digital Convergence
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• v.10 no.11
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• pp.115-125
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• 2012

In this study, The adoption factors of IT Outsourcing as a independent variables (business Factors, Outsourcing scope factors and risks factors), which were centered on services industries, were analyzed in order to identify the impacts of the results factors of IT outsourcing as a dependent variables. The main results of study have been summarized as follows. Firstly, among the business factors in the adoption of IT outsourcing, the industrial competitiveness and supports of CEO appeared to have positive impacts on the results of outsourcing adoption. However the environmental changes in technologics for services appeared not to have significant impacts. Secondly, the outsourcing scope factors such as the infra outsourcing, application outsourcing and total outsourcing appeared to have positive impacts on the results of IT outsourcing adoption. Thirdly, the control of risk factors such as risk in safety management, risk of increase, and risk of loss of autonomy appeared to have positive impacts on the results of IT outsourcing adoption.