• Journal of the Korea Safety Management & Science
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• v.5 no.2
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• pp.175-185
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• 2003

Information systems(IS) outsourcing has become a very important management strategy of implementing IS and many studies on the IS outsourcing approach had been performed in the organizations. But it isn't still show how to out source the IS functions and how to offer quantitative magnitude for judgement. To offer a quantitative decision model that can help practitioners set priority and reap the most benefits from outsourcing, we show outsourcing structure including 3 factors (strategic, economic and technological benefit) and sub-levels which is different from the Yang and Huang's model. Also, we compute the weight of alternatives using analytic hierarchy process to find a priority of the IS outsourcing. As a result of analysis, we suggest systematic steps and quantitative model to increase the precision of decision making. 1)

• The Journal of Information Systems
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• v.14 no.3
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• pp.23-30
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• 2005

Computer attacks on vulnerable software are ubiquitous. Today's attacks on client PCs can be used to create armies of zombie computers that are capable of wide reach attacks on high profile businesses and governments. The simple act of patching software vulnerabilities will certainly mitigate this problem, but patching has its own set of problems. Further, it is frequently the case that patches which are available to mitigate vulnerabilities are not being made on a timely basis and sometimes are not being made at all. One solution to the patch management dilemma is outsourcing. This paper notes that outsourcing is not a carte blanche decision that can be made based on dollars, but rather that a contingency decision matrix can provide guidance on outsourcing solutions for patch management and other security components as well. The matrix recognizes that IS staff expertise and employee security awareness are two important factors in the outsourcing decision.

• Proceedings of the Safety Management and Science Conference
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• 2003.05a
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• pp.37-42
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• 2003

Recently, information systems(IS) outsourcing has become a very important management strategy of implementing IS and many studies on the IS outsourcing approach had been largely performed in the organizations, but it isn't still show how to outsource the IS functions and how to decide quantitative magnitude for judgement. To offer a quantitative decision model that can help practitioners set priority and reap the most benefits from outsourcing, we show outsourcing structure including 3 factors(strategic benefit, economic benefit and technological benefit) and sub-levels which. is different from the Yang and Huang's model. Also, we compute the weight of alternatives using analytic hierarchy process to find a priority of the IS outsourcing. As a result of analysis, we suggest systematic steps and quantitative model to increase the precision of decision making.

• Culinary science and hospitality research
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• v.11 no.4 s.27
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• pp.102-117
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• 2005

It was maintained that successful establishment and accomplishment of outsourcing might be possible only when those eating-out companies re-establish their concept of management strategy, identify core competencies through value-chain analysis, make a through cost analysis, select cooperative companies via overall screening, expand the area of outsourcing, enhance partnership to improve service quality, harmonize bilateral organization culture, remove the ambiguity of contract terms, protect core competencies of the rest area, continue with evaluation and control, and spinoff or invest to a new specialized business. Then, it was suggested that highway rest area business construct the core competencies and introduce outsourcing from a future-oriented viewpoint so that they can concentrate the competencies to competitive area and expand outsourcing scope to professional area such as finance and accounting, general affairs, personnel affairs, logistics, marketing, and R&D. They need to make out the problem of productivity reduction resulted from many years working employee's old age, refine human resource, and maintain the standards of skill so that they can improve service quality of the rest area, streamline each organization currently having so a large manpower, reduce manpower, and improve the productivity.

• Journal of the Korean Operations Research and Management Science Society
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• v.28 no.3
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• pp.1-30
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• 2003

This study attempts to understand factors influencing the persistence of companie's outsourcing arrangements using the techniques of survival analysis. It provides an insight into the dynamics of outsourcing relationships between clients and vendors. This is particularly relevant considering that current IS sourcing arrangements are strategic and long term, and require close interdependent relationships between the client and the vendor.

• Information Systems Review
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• v.9 no.2
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• pp.189-207
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• 2007

The importance of IT service management to improve the effectiveness and efficiency of IT outsourcing practices or performance has been emphasized in the fields. Accordingly, several methodologies of IT service management have been adopted in a fashion. This case based research tries to analyze the effects of ITIL-based IT service management practice in a company on IT outsourcing performance. The case analysis shows that ITIL-based service management influences systems quality, information quality, and service quality in direct manner. But it does not influence systems use and systems satisfaction in a meaningful way. This study would help IT service managers construct IT service environment which improves the performance of IT outsourcing service delivery and also researchers set up research proposition in a concise way in the future.

• Korea Journal of Hospital Management
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• v.18 no.3
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• pp.83-105
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• 2013

The purpose of this study is to make managerial information regarding outsourcing more concrete by identifying and evaluating how outsourcing as an useful strategic tool for hospitals influences organizational effectiveness. The survey was performed to 311 general hospitals and tertiary hospitals, and 63 questionnaires were recovered and analyzed. As the result of measuring organizational effectiveness after introduction of outsourcing, non-financial performance(3.34) was higher than financial performance(3.25) and satisfaction(3.08). According to the characteristics of organizational structure, financial performance showed statistically significant difference when categorizing the hospitals. It was higher in the general hospitals than in the tertiary hospitals. In addition, the hospitals that outsource the logistic and patient affairs parts have higher financial performances than non-financial ones. Especially, there was statistically significant difference depending on the sub-parts of the logistics, which means the hospitals outsourcing the logistic part have higher financial performance than the hospitals without outsourcing the logistics.

• Human Ecology Research
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• v.58 no.3
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• pp.343-356
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• 2020

This paper examines the associations of having a helper for domestic work or childcare and time spent on it by couples in South Korea. We use five waves of panel survey data from the Korean Longitudinal Survey of Women and Families (KLoWF), which allows longitudinal changes within couples over time that account for potential selection effects and unobserved heterogeneity among individuals. With fixed effects, we find outsourcing is associated with a decrease in wife's time spent on domestic work or childcare by 1 hour per week. However, the decrease is concentrated on the unemployed wife's time, but not employed wife's time. In addition, outsourcing is not a significant factor for husband's time and the husband's share of total contribution. This may be because wives are the main provider of domestic work and childcare in Korea regardless of employment status or having any helper. Due to unequal contributions between husband and wife, using outsourcing also neither alleviates the employed wife's contribution nor changes the husband's contribution. However, the results may be underestimated because there are more common and diverse types of outsourcing in a broad sense, such as going out for dinner, buying prepared food, and using dry cleaning services. We expect future studies to consider more broad types of outsourcing and examine how relations with the couple's time use at home are different by type.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.435-444
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• 2020

This study investigates the role of logistics capability and logistics outsourcing on the performance of manufacturing companies in Pakistan. It examines how logistics capability affects firm's performance, why outsourcing is essential and how firms benefited if they outsource the service rather than establishing their own logistics capability. This research is based on a survey using structured a questionnaire to collect the primary data. The target population is logistics specialists of manufacturing companies in Pakistan with head offices based on Karachi, that have their own logistics or outsource their logistics. The questionnaire has been distributed to 500 respondents in 113 manufacturing companies in Pakistan. Confirmatory factor analysis has been used as statistical techniques to check the factor loading of the components, and SEM (Structural Equation Model) is used to check the impact of logistics capability on firm's performance as well as the role of logistics outsourcing as a mediator. The findings of the research suggest logistics capability has positive impact on the performance of the manufacturing companies in Pakistan, and logistics capability has also an impact on logistics outsourcing. On the other hand, the study found that logistics outsourcing has no significant impact on the manufacturing companies in Pakistan.

• Asia pacific journal of information systems
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• v.17 no.2
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• pp.49-81
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• 2007

Research in the IS (Information Systems) outsourcing has focused on the importance of legal contracts and partnerships between vendors and clients. Without detailed legal contracts, there is no guarantee that an outsourcing vendor would not indulge in self-serving behavior. In addition, partnerships can supplement legal contracts in managing the relationship between clients and vendors legal contracts by itself cannot deal with all the complexity and ambiguity involved with IS outsourcing relationships. In this paper, we introduce a psychological contract (between client and vendor) as an important variable for IS outsourcing success. A psychological contract refers to individual's mental beliefs about his or her mutual obligations in a contractual relationship (Rousseau, 1995). A psychological contract emerges when one party believes that a promise of future returns has been made, a contribution has been given, and thus, an obligation has been created to provide future benefits (Rousseau, 1989). An employmentpsychological contract, which is a widespread concept in psychology, refers to employer and employee expectations of the employment relationship, i.e. mutual obligations, values, expectations and aspirations that operate over and above the formal contract of employment (Smithson and Lewis, 2003). Similar to the psychological contract between an employer and employee, IS outsourcing involves a contract and a set of mutual obligations between client and vendor (Ho et al., 2003). Given the lack of prior research on psychological contracts in the IS outsourcing context, we extend such studies and give insights through investigating the role of psychological contracts between client and vendor. Psychological contract theory offers highly relevant and sound theoretical lens for studying IS outsourcing management because of its six distinctive principles: (1) it focuses on mutual (rather than one-sided) obligations between contractual parties, (2) it's more comprehensive than the concept of legal contract, (3) it's an individual-level construct, (4) it changes over time, (5) it affects organizational behaviors, and (6) it's susceptible to organizational factors (Koh et al., 2004; Rousseau, 1996; Coyle-Shapiro, 2000). The aim of this paper is to put the concept, psychological contract commitment (PCC), under the spotlight, by finding out its mediating effects between legal contracts/partnerships and IS outsourcing success. Our interest is in the psychological contract commitment (PCC) or commitment to psychological contracts, which is the extent to which a partner consistently and deeply concerns with what the counter-party believes as obligations during the IS project. The basic premise for the hypothesized relationship between PCC and success is that for outsourcing success, client and vendor should continually commit to mutual obligations in which both parties believe, rather than to only explicit obligations. The psychological contract commitment playsa pivotal role in evaluating a counter-party because it reflects what one party really expects from the other. If one party consistently shows high commitment to psychological contracts, the other party would evaluate it positively. This will increase positive reciprocation efforts of the other party, thus leading to successful outsourcing outcomes (McNeeley and Meglino, 1994). We have used matched sample data for this research. We have collected three responses from each set of a client and a vendor firm: a project manager of the client firm, a project member from the vendor firm with whom the project manager cooperated, and an end-user of the client company who actually used the outsourced information systems. Special caution was given to the data collection process to avoid any bias in responses. We first sent three types of questionnaires (A, Band C) to each project manager of the client firm, asking him/her to answer the first type of questionnaires (A).