The Effects of Project, Customer and Vendor Properties on the Conflict of IS Outsourcing Development

2011 ◽  
pp. 483-491
Author(s):  
Dong-Hwan Cho ◽  
Haeng-Nam Sung
Keyword(s):  
Is Outsourcing

From technical to non-technical skills among information systems suppliers

2017 ◽  
Vol 30 (2) ◽  
pp. 320-334 ◽  
Author(s):  
Bénédicte Branchet ◽  
Pierre-Yves Sanseau
Keyword(s):  
Information Systems ◽  
Business Models ◽  
Work Organization ◽  
Technical Skills ◽  
Content Type ◽  
Face To Face ◽  
Key Skills ◽  
Critical Skills ◽  
Education And Society ◽  
Is Outsourcing

Purpose Existing research infers that in the information systems (IS) and information technology (IT) fields, a shift may occur between technical and non-technical skills. However, relatively little research has focused on going changes in terms of key skills in the IS suppliers sector. The purpose of this paper is to address this gap by investigating these skills evolution in the IS suppliers domain and discusses their impacts on IS and IT curricula. Design/methodology/approach This paper uses a qualitative method based on 15 semi-structured face-to-face interviews, with highly dedicated operational managers in senior positions in the field. Findings This study identifies, for the IS suppliers, the critical skills, which are basically non-technical, and peripheral skills, which are primarily technical. It then considers the consequences of this change and the necessary adaptations it requires for businesses and training for this field. Practical implications The findings suggest the need to redesign the educational curricula for future managers, and the adaptations required to the work organization, human resource management and business models of firms in the field. Originality/value The paper’s value is twofold. First, it focuses on IS service suppliers, an understudied area (most research examines IS outsourcing from the customer’s standpoint); second, it reveals the shift away from technical toward non-technical skills in a field that is intrinsically technical – a change that may occur more slowly than in other less technical sectors – and the consequences of this change for firms, education and society.

Current and Future Directions of IS Outsourcing

2002 ◽  
pp. 195-220 ◽  
Author(s):  
Jae-Nam Lee ◽  
Minh Q. Huynh ◽  
Ron Chi-wai Kwok ◽  
Shih-Ming Pi
Keyword(s):  
Future Directions ◽  
Is Outsourcing

Information Systems Outsourcing

2010 ◽  
pp. 412-427
Author(s):  
Ana André ◽  
Fernanda Sampaio
Keyword(s):  
Information Systems ◽  
Delphi Study ◽  
Service Providers ◽  
Point Of View ◽  
Common View ◽  
Risks And Benefits ◽  
Strategic Option ◽  
On Line ◽  
Great Relevance ◽  
Is Outsourcing

Information Systems (IS) Outsourcing has emerged as a strategic option to be considered and has been increasingly adopted by managers. However, many contracts still fail during their initial years, meaning that Outsourcing has also been subject to strong criticism. There are advantages to Outsourcing but also significant risks associated to it, and the assessment of both is therefore of great relevance for informed decision-making. The objective of this chapter is to determine to what extent a common view about risks and benefits associated to IS Outsourcing is shared by the Portuguese market players: Service Providers, Clients and Opinion Makers. In order to accomplish this, an on-line Delphi study was conducted, combined with the Q-sort technique, which allowed to obtain the perspective of each player on the risks and benefits IS Outsourcing. Comparing these perspectives it was possible to understand that the market players don’t share the same point of view.

Governing Innovation-focused IS Outsourcing Relationships

2009 ◽  
pp. 141-159 ◽  
Author(s):  
Stefanie Leimeister ◽  
Tilo Böhmann ◽  
Helmut Krcmar
Keyword(s):  
Is Outsourcing

Is Outsourcing Going too Far?

1998 ◽  
Vol 3 (4) ◽  
pp. 30-32
Author(s):  
Lee Burdette Williams
Keyword(s):  
Is Outsourcing

Contract Development

2011 ◽  
pp. 168-183
Author(s):  
P. Gottschalk
Keyword(s):  
Risk Sharing ◽  
Contract Negotiations ◽  
Contract Duration ◽  
Key Issues ◽  
Contract Structure ◽  
Duration Relationship ◽  
Outsourcing Contracts ◽  
Technology Upgrading ◽  
Is Outsourcing

According to Graham (2003), one of the games lawyers play in negotiation meetings relating to outsourcing is to bet how long it will be until one party describes the outsourcing as a “partnership.” Nothing could be farther from the truth: the parties’ interests overlap, but they are not congruent, and neither party will put its existence on the line for the other. A relevant approach in contract negotiations is to see the outsourcing as the creation of a long-term, flexible relationship, but one that exists within a framework of rules that support its success while addressing failures practically. The contract, therefore, has a sophisticated role not only as the passive record of the parties’ agreement, but also as the guidebook for the evolving transaction. This chapter considers the structure of the contractual documents and the key issues that need to be reflected in them. Elizur and Wensley (1998) apply game theory in their study of IS outsourcing contracts. They find six typical issues arising in an outsourcing situation: the transfer of IS assets, risk sharing, technology upgrading, contract duration, relationship management, and fee arrangements. In addition, we have added the important topics of due diligence and dispute resolution. We will consider each of these issues separately after our discussion of contract structure.

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