The Outsourcing Governance Organization: Building a Better Contract Relationship

2017 ◽  
Author(s):  
Ron Babin
Keyword(s):  
Outsourcing Governance

Towards a Smart Outsourcing Governance

2010 ◽  
Vol 12 (1) ◽  
pp. 1-11 ◽  
Author(s):  
Stefanie Leimeister ◽  
Andreas Heusler ◽  
Helmut Krcmar
Keyword(s):  
Outsourcing Governance

IT Outsourcing Governance

2010 ◽  
Author(s):  
Stefanie Leimeister
Keyword(s):  
It Outsourcing ◽  
Outsourcing Governance

Exploring Outsourcing, Governance, and Discourse

2018 ◽  
pp. 1-19
Author(s):  
Eleni Lioliou ◽  
Leslie P. Willcocks
Keyword(s):  
Outsourcing Governance

scholarly journals Outsourcing governance: states and the politics of a ‘global value chain world’

2017 ◽  
Vol 22 (2) ◽  
pp. 134-152 ◽  
Author(s):  
Frederick W. Mayer ◽  
Nicola Phillips
Keyword(s):  
Value Chain ◽  
Global Value Chain ◽  
Outsourcing Governance

Outsourcing Governance

2010 ◽  
pp. 164-186
Author(s):  
Hans Solli-Sæther ◽  
Petter Gottschalk
Keyword(s):  
Business Case ◽  
Management Control ◽  
It Outsourcing ◽  
Stakeholder Groups ◽  
Governance Model ◽  
Theoretical Perspectives ◽  
Reduce Risk ◽  
Interaction Approach ◽  
Outsourcing Governance

The overall objective of this chapter is to concentrate on the important issues of strategy, structure, and management of IT outsourcing arrangements. First, we take a look at the broader issue of governance. Learning that IT outsourcing governance includes not only information and IT assets, but also such aspects as human, financial, physical, intellectual property, and relationship assets, we present in the next section the interaction approach as a model that focuses both on short-term episodes and general long-term relationships in dyadic buyer-supplier ventures. Then we discuss how appropriate governance structures – including management control systems and the development of trust – may work to reduce risk and decrease failure. We continue by presenting the important partnering process, where management can take actions when building and sustaining outsourcing relationships. Important stakeholder groups are presented as they may have distinct expectations and goals in outsourcing and for outsourcing relationships. Hard and soft sides of outsourcing management are presented, as both sides are keys to success. Finally, using theoretical perspectives described earlier and experience earned from several business case studies, we present a governance model for successful management of IT outsourcing relationships.

A Comparison of Academic and Practitioner Conceptualizations of IT Outsourcing Governance

2017 ◽  
Vol 2017 (1) ◽  
pp. 17292
Author(s):  
David Murungi ◽  
Santiago Pena
Keyword(s):  
It Outsourcing ◽  
Outsourcing Governance

scholarly journals Outsourcing governance in Peru’s integrated water resources management

2021 ◽  
Vol 101 ◽  
pp. 105105 ◽  
Author(s):  
Ruxandra Popovici ◽  
Anna Erwin ◽  
Zhao Ma ◽  
Linda S. Prokopy ◽  
Laura Zanotti ◽  
...  
Keyword(s):  
Water Resources ◽  
Water Resources Management ◽  
Integrated Water Resources Management ◽  
Resources Management ◽  
Outsourcing Governance

IT Outsourcing Governance

2006 ◽  
pp. 271-277
Author(s):  
Petter Gottschalk
Keyword(s):  
Business Case ◽  
The Other ◽  
It Outsourcing ◽  
Performance Goals ◽  
Decision Rights ◽  
Governance Model ◽  
Theoretical Perspectives ◽  
It Usage ◽  
Desirable Behavior ◽  
Outsourcing Governance

The overall objective of this chapter is to concentrate on the important issues of strategy, structure, and management of IT outsourcing arrangements. Using well-known theoretical perspectives described earlier in this book and experience earned from several business case studies in this book, we present a governance model for successful management of IT outsourcing relationships. IT outsourcing governance can be defined as specifying the decision rights and accountability framework to encourage desirable behavior in the IT outsourcing arrangement, where resources are transferred from one party to the other in return for resources controlled by the other party. Governance is not about making specific decisions — management does that — but rather determines who systematically makes and contributes to those decisions. Governance reflects broader principles while focusing on the management of the outsourcing relationship to achieve performance goals for both client and vendor. Governance is the institutional framework in which contracts are monitored, adapted, and renewed. Effective outsourcing governance encourages and leverages the ingenuity of the vendor’s and client’s people in IT usage and ensures compliance with both enterprises’ overall vision and values.

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