• Title, Summary, Keyword: IT Outsourcing

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Partnership's Affect on Success of IT-Outsourcing (파트너십이 IT 아웃소싱의 성과에 미치는 영향)

  • Yeon, Keyong-Hwa
    • The Journal of the Korea Contents Association
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    • v.7 no.7
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    • pp.171-178
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    • 2007
  • In this paper the Partnership's Influence on the Success of IT-Outsourcing is studied. Especially the role of "Partnership" as Intermediate is mainly researched. As the result we can see the fact that the economic factor does not affect the Partnership and the success of IT-Outsourcing, because the IT-Outsourcing can cause sometimes the increase of the cost. On the other hand strategic factor and technical factor affect directly the Success of IT-Outsourcing. This means that the Success of IT-Outsourcing depends on the close cooperation between customer and service provider, rather than on the following the contents of the Service Level Agreement(SLA). In consequences the Partnership based on the steady and fluent communication and the feeling of sharing the risk and benefit between two parties is the key factor for the Success of IT-Outsourcing.

International Outsourcing, Unemployment and Welfare: A Re-Examination

  • Choi, Jai-Young;Yu, Eden S.H.
    • 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.

A Question on Theoretical Justification of Cataloging Outsourcing (편목업무 아웃소싱의 이론적 근거에 대한 의문)

  • Rho Jee-Hyun
    • 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.

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Study on economic effects of outsourcing of food materials on the hotel kitchen - Focus on cooking Western food in the first class hotel - (식재료 아웃소싱이 경제적 주방에 미치는 영향에 관한 연구 - 특1급호텔 양식조리를 중심으로 -)

  • 성태종
    • Journal of Applied Tourism Food and Beverage Management and Research
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    • v.13 no.2
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    • pp.45-69
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    • 2002
  • This study is designed to examine feasibility and limitation of outsourcing in cooking Western food in a hotel, to interpret importance of outsourcing(eg. outside order, outside procurement, outside supply) in a broad sense in order to reinforce the core capacity in the cooking department, and to know whether the cooking human power is efficiently used and how much the chefs recognize outsourcing of food materials. As many companies conduct restructuring to cut down its size, the reduction of human power led the Western food cooking in the hotel to lower core capacities, lower quality, and lower efficiency. In addition, the sagging morale of chefs undermined creativity. To change from the traditional kitchen to an economic kitchen needs to look into importance of outsourcing, cognitive attitude of chefs, relation with outside suppliers. Here suggests performance of positive changes in the structure The study examined feasibility and limitation of outsourcing in the hotel kitchen as well as chefs' cognitive attitude toward outsourcing of food materials to reinforce core capabilities of the hotel kitchen. 1. Companies of outsourcing are selected according to variability of price conditions, flexibility of contract conditions, popularity of the outsourcing company, and reputation of the outsourcing company. 2. The importance of outsourcing in the Western food cooking is divided into 4 factors such as standard of selecting outsourcing companies, policies of cooking manu, quality of cooking, and quantity of cooking. 3. The most feasible section in outsourcing of food materials is a process of kneading flour for bread, which shows that many Western-food chefs expect to put higher possibility of outsourcing on the kneading. In other words, when it comes to confectionery and bakery, there are many outside expert processing companies supplying high quality products. In the order of outsourcing feasibility, sauce is followed by processed vegetable, garnish of main dish, and soup. The least feasible section in outsourcing of food materials is appetize. Appetize includes a concept of a improvised dish and needs speed. Due to its color, freshness, and sensibility of taste, the appetize plays a key role in the Western food cooking. 4. When outsourcing is taken in place, the highest risk is to lower the inner cooking skills. Therefore chefs in charge of the Western food sequently recognize both internal problems including storage of cooking skills, unstability of layoffs, and loss of cooperation between departments, and external problems including inferior goods, difficulty of differentiating manu, delay of delivery, and expiration date. It shows that most of the Western food chefs consider risks of the internal problems at first. 5. A effective outsourcing needs appropriate selection of outsourcing companies, maintenance of credibility, active communication, check and management of hygiene. However regardless of their position or career, chefs in charge of the Western food have the same cognitive attitude toward selecting successful outsourcing companies after the outsourcing system is enforced. The core of cooking, or a final stage in the full process of so-called artistic cooking, should be treated with insourcing. Reduction of several cooking processes resulted in shortened cooking time, increased efficiency, faster cooking, cutting the waiting-lines, and finally more room for customers. The outsourcing system can reduce or eliminate the following processes in cooking: buying various food materials, checking, storing, preparing, and processing. Especially in the Western food cooking department of a hotel, the outsourcing system should be enforced to make an economic kitchen and to efficiently manage it. Wow it's time to change from the traditional kitchen to an economic kitchen in the hotel cooking department. For that, the cooking department should become a small but strong organization by outsourcing except its core work.

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Integrating Framework for The Effective Management of IS Outsourcing: Inter-organizational Control Perspective (IS 아웃소싱의 효과적 관리를 위한 통합적 분석틀 : 조직간 통제관점)

  • Lee, Sang-Kon
    • Journal of Information Technology Services
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    • v.2 no.2
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    • pp.135-156
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    • 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.

Information Systems Outsourcing: An Integrative Analysis on Contract and Trust from Contingency Perspective (정보시스템 아웃소싱: 상황관점에서 본 계약과 신뢰의 통합적 분석)

  • Lee, Jong-Man;Nam, Ki-Chan;Kim, Yong-Jin
    • Asia pacific journal of information systems
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    • v.17 no.4
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    • pp.133-163
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    • 2007
  • Growth in the outsourcing market signals that firms of all sizes believe outsourcing will ultimately deliver many benefits and conveniences. But there are not many firms satisfied with the results of outsourcing. What is more, previous researches were fragmentary analyses focused on specific variables of outsourcing such as sourcing decisions, partnership rather than comprehensive analysis. Thus, they could not propose general systematic methodologies applicable to the real situation. To solve these problems, we developed an integrated theoretical framework that considered both contract with the hard side and trust with the soft side from a contingency viewpoint and tested this model using 143 data of Korean companies executing outsourcing. In addition, we examined how situational factors(outsourcing task complexity and outsourcing management competence) affects each path in the research model. The results of this study are as follows. First, it was proved the theory that trust is not a substitute for contract but its complement. Previous empirical studies on outsourcing success factors were focused on the establishment of successful partnership on the assumption that trust can replace contract in many situations. According to the results of our empirical analysis, however, contract and trust were in a mutually complementary relation with each other and their emphasis was different. Furthermore, different from previous researches, it was found effective to use trust as a supplementary tool and contract as a main means in outsourcing management strategy. Second, this study provided an integrated view that sees both contract and trust from a contingency viewpoint in theoretically reestablishing the relationship between contract and trust. Previous researches leaned to specific variables or theory-centered fragmentary analysis, but this study proposed a more practical and integrated research model and tested its effectiveness. Based on the results, with the model, decision makers are expected to scrutinize outsourcing situation more closely and to have a practical insight to the situation. Third, it was found that contract mechanism and trust building do not have a direct effect on outsourcing performance but relationship management intensity mediates the effect of contract mechanism and trust building. This is considered significantly meaningful to outsourcing partners who have believed that outsourcing would be successful if a contract is made properly or trust is built. Lastly, the path from trust building to relationship management intensity was moderated by informed buying, as the path coefficients from trust building to relationship management intensity varied by the degree of informed buying competence.

A Study on the Impact of Project Performance According to the Implementation type of PMO Function : Focus on Information and Communication Technology Industry (PMO 기능 도입유형에 따른 프로젝트 성과의 영향 연구 : ICT 산업을 중심으로)

  • Lee, Mu-Geon;Kim, Seung-Chul;Boo, Je-Man
    • Journal of Information Technology Services
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    • v.16 no.2
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    • pp.61-83
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    • 2017
  • It is well known that PMO (Project Management Office)s are effective for successful project performance. Since it takes a long time to develop PMO capability, many public organizations and companies that do not have internal PMOs are increasingly relying on outsourcing of PMO functions in order to introduce mature PMO capabilities in a short period of time. However, it is not verified yet whether outsourced PMO is more effective than internal PMO or not. The objective of this study is to verify the effectiveness of PMO outsourcing. There are many different definitions about PMO function, and even the same PMO function may have different effectiveness depending on the Industry. Thus, this study redefined the PMO functions and Project Performance based on the past studies, and conducted research by focusing on the ICT (Information and Communication Technology) industry. The ICT industry is an important industry economically and has been attracting global attention recently. This study is the first attempt to prove the effectiveness of outsourcing of PMO function in Korea. We found that PMO function outsourcing is effective for certain aspects of project performance, particularly technical support and infrastructure management. Overall, PMO outsourcing is usually more effective than internal PMO for improving project performance. The results of this study are expected to contribute to the development of PMO theories and practices.

An Empirical Study on the Determinants of Information Systems Outsourcing (정보시스템 아웃소싱의 결정 요인에 관한 실증적 연구)

  • Lee, Min-Hwa
    • Asia pacific journal of information systems
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    • v.6 no.1
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    • pp.195-222
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    • 1996
  • Faced with the challenge of reducing costs and improving competitive position, firms have recognized outsourcing as an important information systems (IS) strategic option. It has not been understood clearly what determines IS outsourcing. Based on the IS literature and transaction cost economics, cost efficiency related factors were identified, and a questionnaire survey was conducted. The results based on 181 responses from the bank executives in U.S. revealed that vendor production cost advantage and transaction risk are significant predictors of degree of outsourcing and outsourcing preference for data processing services. Insufficiency of IS funds and information technology uncertainty were found to be not only positively associated with vendor production cost advantage, but also directly associated with outsourcing preference and degree of outsourcing. Firm size is, however, not significantly related to vendor production cost advantge and IS outsourcing.

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Effective Control Mechanisms in a BPO(Business Process Outsourcing) Arrangement

  • Kim, Hyang-Bin;Kim, Gyeung-Min
    • 한국IT서비스학회:학술대회논문집
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    • pp.167-174
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    • 2003
  • BPO(Business Process Outsourcing) is defined as outsourcing the management and operation of the IT intensive business process to another company that has specialty in managing the process. In the outsourcing arrangement, the design of the effective control mechanisms is essential to the success of the outsourcing. The purpose of this study is to investigate the effective control mechanisms between two organizations in a BPO arrangement. The specific research questions put forth are as follows: (1)What are the control issues in relation to BPO? (2)How the control mechanisms in the successful BPO arrangement are designed? and (3)What kind of effect or change do the designed control mechanisms have on the buyer's job process in terms of BPO? The results of this study found that the following mechanisms are effected in BPO setting: (1)Automation (2)Standardization & Modularity (3)Embedding (4)Balanced control (5)control segmentation (6)hierarchy (7)output/behavior control 8)back-end control 9)informal control.

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