Outsourcing of IT Resources

2012 ◽  
pp. 299-324
Keyword(s):  
It Outsourcing ◽  
Basic Principles ◽  
Strategic Resources ◽  
It Resources

This chapter describes the principles of IT resources and IT outsourcing. It first reviews the fundamentals of strategic resources including IT resources, then it explains the basic principles of IT outsourcing including the attendant opportunities and risks.

Concepts and Dynamics of the Application Service Provider Industry

2010 ◽  
pp. 44-49
Author(s):  
Dohoon Kim
Keyword(s):  
Resource Planning ◽  
Customer Relationship ◽  
It Outsourcing ◽  
The Internet ◽  
Service Architecture ◽  
Online Application ◽  
Application Service Providers ◽  
Application Service ◽  
It Resources ◽  
Corporate Customers

The enterprise intelligence through e-transformation is one of the cornerstones of the next-generation e-business era where the Internet constitutes the core business resource. Furthermore, the severe competitive landscape of e-business makes firms focus on their core capability and farm out staffing functions such as IT. Under this circumstance, enhancing intelligence and synergy through e-transformation will be accomplished by IT outsourcing via ASPs (application service providers). The ASP industry now provides an essential infrastructure for the Internet-based e-business transactions, thereby accelerating corporate e-transformation. An ASP is generally defined as a third-party service firm that deploys, manages, and/or remotely hosts a software application through centrally located servers in a lease agreement. ASPs started their business by providing online application programs such as ERP (enterprise resource planning) and CRM (customer relationship management) solution packages to corporate customers. The first customers were small companies or local branches of multinational companies where IT outsourcing was the only option to deploy IT resources due to financial or regional constraints. As seen in these cases, the biggest merit of employing ASPs is that corporate customers do not have to own the applications and take responsibilities associated with initial and ongoing support and maintenance. Consequently, ASPs are differentiated from the existing IT services in that ASPs provide IT resources to multiple corporate clients on a oneto- many basis with a standardized service architecture and pricing scheme.

Concepts and Dynamics of the Application Service Provider Industry

2010 ◽  
pp. 681-685
Author(s):  
Dohoon Kim
Keyword(s):  
Resource Planning ◽  
Customer Relationship ◽  
It Outsourcing ◽  
The Internet ◽  
Service Architecture ◽  
Online Application ◽  
Application Service Providers ◽  
Application Service ◽  
It Resources ◽  
Corporate Customers

The enterprise intelligence through e-transformation is one of the cornerstones of the next-generation e-business era where the Internet constitutes the core business resource. Furthermore, the severe competitive landscape of e-business makes firms focus on their core capability and farm out staffing functions such as IT. Under this circumstance, enhancing intelligence and synergy through e-transformation will be accomplished by IT outsourcing via ASPs (application service providers). The ASP industry now provides an essential infrastructure for the Internet-based e-business transactions, thereby accelerating corporate e-transformation. An ASP is generally defined as a third-party service firm that deploys, manages, and/or remotely hosts a software application through centrally located servers in a lease agreement. ASPs started their business by providing online application programs such as ERP (enterprise resource planning) and CRM (customer relationship management) solution packages to corporate customers. The first customers were small companies or local branches of multinational companies where IT outsourcing was the only option to deploy IT resources due to financial or regional constraints. As seen in these cases, the biggest merit of employing ASPs is that corporate customers do not have to own the applications and take responsibilities associated with initial and ongoing support and maintenance. Consequently, ASPs are differentiated from the existing IT services in that ASPs provide IT resources to multiple corporate clients on a oneto- many basis with a standardized service architecture and pricing scheme.

The Governance Implications When it is Outsourced

2010 ◽  
pp. 2335-2346
Author(s):  
Anne C. Rouse
Keyword(s):  
Corporate Governance ◽  
Significant Proportion ◽  
It Governance ◽  
Decision Makers ◽  
It Outsourcing ◽  
Effective Control ◽  
It Services ◽  
Enterprise Software ◽  
Good Corporate Governance ◽  
It Resources

This chapter considers the governance issues raised by the increasing use of external parties to supply IT resources (including packaged enterprise software). The chapter briefly reviews existing formal governance frameworks and their treatment of IT outsourcing, then introduces an analytical model for considering outsourcing benefits and risks. The chapter then goes on to highlight some strategic IT governance issues that become critical once a firm outsources a significant proportion of its IT services. The aim of the chapter is to alert decision makers to the fact that outsourcing IT incorporates residual risks even when widely recommended operational controls are implemented. It concludes that effective control processes are necessary, but not sufficient for good corporate governance and suggests that those responsible for corporate governance ensure that both operational and strategic governance issues are considered when IT is substantially outsourced.

Sourcing Theories

2006 ◽  
pp. 146-158
Author(s):  
Petter Gottschalk
Keyword(s):  
Business Strategy ◽  
Core Competencies ◽  
It Outsourcing ◽  
It Resources ◽  
Resource Based Theory

In Chapter I, general theories of the firm and value configurations of firms were introduced. Here we return to more theories. While theories and value configurations in Chapter I were introduced to develop e-business strategy, more theories are introduced here to understand the specifics of sourcing in general and outsourcing in particular. We want to understand why companies choose IT outsourcing in the middle of the Y model. We know that many companies choose IT outsourcing based on an analysis of core competencies. As we shall see, there are, however, many other theories that can be applied and that may provide both convergent and divergent answers to an outsourcing question. An example of divergent answer would be the theory of core competencies suggesting that non-core IT can be outsourced, while the resource-based theory suggests that non-core IT should be kept in-house if we have strategic IT-resources (valuable, non-imitable, non-substitutable, non-transferable, combinable, exploitable and available).

Chosen aspects of it resources security in sme sector enterprises – results of the research

2018 ◽  
Vol 19 (2) ◽  
pp. 211-229
Author(s):  
Paweł Kobis
Keyword(s):  
Cloud Computing ◽  
Information Management ◽  
Data Protection ◽  
The Internet ◽  
Protective Measures ◽  
Basic Principles ◽  
Organizational Network ◽  
It Resources ◽  
It Departments ◽  
Do So

As enterprises process more and more information and to do so they use infor¬matic systems, this forces them to apply protective measures at the level which makes it possible to eliminate threats at the level of the local organizational network and the global one – the Internet. The goal of the present article is to show basic principles in the scope of protecting informatic systems which support information management. It presents models illustrating optimum solutions in the scope of data protection in economic entities which make use of traditional IT departments as well as entities that have decided to use in their operations cloud computing. The empirical part presents the results of the research concern¬ing application of selected protection elements in the SME sector enterprises.

The Governance Implications When it is Outsourced

2009 ◽  
pp. 285-296 ◽  
Author(s):  
Anne C. Rouse
Keyword(s):  
Corporate Governance ◽  
Significant Proportion ◽  
It Governance ◽  
Decision Makers ◽  
It Outsourcing ◽  
Effective Control ◽  
It Services ◽  
Enterprise Software ◽  
Good Corporate Governance ◽  
It Resources

This chapter considers the governance issues raised by the increasing use of external parties to supply IT resources (including packaged enterprise software). The chapter briefly reviews existing formal governance frameworks and their treatment of IT outsourcing, then introduces an analytical model for considering outsourcing benefits and risks. The chapter then goes on to highlight some strategic IT governance issues that become critical once a firm outsources a significant proportion of its IT services. The aim of the chapter is to alert decision makers to the fact that outsourcing IT incorporates residual risks even when widely recommended operational controls are implemented. It concludes that effective control processes are necessary, but not sufficient for good corporate governance and suggests that those responsible for corporate governance ensure that both operational and strategic governance issues are considered when IT is substantially outsourced.

Current Issues: Evidence-Based Practice for the Real World: Thoughts on Clinical Education in Communication Disorders

2010 ◽  
Vol 20 (3) ◽  
pp. 100-105 ◽  
Author(s):  
Anne K. Bothe
Keyword(s):  
Clinical Education ◽  
Real World ◽  
Evidence Based Practice ◽  
Communication Disorders ◽  
University Faculty ◽  
Evidence Based ◽  
Speech Language Pathology ◽  
Basic Principles ◽  
The Real ◽  
Language Pathology

This article presents some streamlined and intentionally oversimplified ideas about educating future communication disorders professionals to use some of the most basic principles of evidence-based practice. Working from a popular five-step approach, modifications are suggested that may make the ideas more accessible, and therefore more useful, for university faculty, other supervisors, and future professionals in speech-language pathology, audiology, and related fields.

Basic Ideas and Principles for Quantifying Regional Blood Flow with Nuclear Medical Techniques

1996 ◽  
Vol 35 (05) ◽  
pp. 181-185 ◽  
Author(s):  
H. Herzog
Keyword(s):  
Blood Flow ◽  
Nuclear Medicine ◽  
Regional Blood Flow ◽  
Visual Presentation ◽  
Regional Cerebral Blood ◽  
Basic Principles ◽  
Parametric Images ◽  
Major Application ◽  
Basic Ideas ◽  
The Brain

SummaryThe measurement of blood flow in various organs and its visual presentation in parametric images is a major application in nuclear medicine. The purpose of this paper is to summarize the most important nuclear medicine procedures used to quantify regional blood flow. Starting with the first concepts introduced by Fick and later by Kety-Schmidt the basic principles of measuring global and regional cerebral blood are discussed and their relationships are explained. Different applications and modifications realized first in PET- and later in SPECT-studies of the brain and other organs are described. The permeability and the extraction of the different radiopharmaceuticals are considered. Finally some important instrumental implications are compared.

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