• Journal of Korean Society for Quality Management
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• v.36 no.1
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• pp.49-61
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• 2008

The classical IT-Outsourcing studies have focused on the factors which a company decides for the IT-Outsourcing strategy. But the main concerns of recent researches are more about the Critical Success Factors determining the Success of the IT-Outsourcing service. Especially, the factors, which enhance the level of Success during and after the implementation of IT-Outsourcing services, are the main field of the recent researches. The study about the Partnership between Outsourcer and Outsourcee are also one of the most frequently researched themes. The result of these studies shows us that the "Reliability" and "Communication" are the main factors for the successful partnership. In this paper we try to find out how the IT-Outsourcing factors (independent variable) have influenced on the Success of IT-Outsourcing strategy (dependent variable) with 4 kinds of parameters. These moderate variables are the 4-types of Partnership by FORT, that is, "Support", "Reliance", "Alignment" and "Alliance".

• Journal of Information Technology Applications and Management
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• v.12 no.1
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• pp.241-259
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• 2005

This study explores a model of partnership to the success of outsourcing CTI(computer telephony integration) based customer service centers of a telecommunication service company. The motivation of the study is to extend the research on IT outsourcing to IT-enabled BPO of customer service centers as a specific IT outsourcing practice. Previous research on IT outsourcing partnership and success is reviewed for developing an a research model of IT-enabled BPO. This model is proposed based on the previous partnership success models in information systems research. The results of the study confirm major factors related to successful IT-enabled BPO in previous research. Especially, the specificity of a contract and strategic collaboration in partnership are found to be influential on the success of IT-enabled BPO.

• Knowledge Management Research
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• v.11 no.3
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• pp.31-45
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• 2010

IT outsourcing studies have centered on the separate effect of formal contract and relational trust on IT outsourcing performance. In addition, previous studies ignored the importance of the relational capability that combine the formal contract and partnership can be able to deliver IT outsourcing effects. In this paper, we propose an IT governance commitment as a mediated role between relational capability and IT outsourcing performance. We collected data from 143 client companies of IT outsourcing and analyzed it using the PLS method. Our findings are revealed as following: At first, relational capability significantly and directly influence IT governance commitment as well as indirectly through formal contract and partnership. Secondly, IT governance commitment mediate between relational capability and IT outsourcing effect, and in turn affect IT outsourcing performance. The results and implications are further discussed.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.9 no.5
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• pp.1414-1421
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• 2008

The information system outsourcing has been received considerable attentions in recent years. Despite it great potential, the execution of the outsourcing need to be guided to avoid any possible failure. This study shows how the difference in the resources and capabilities between the customer company and the service provider affects the quality of partnership, finally the success of information system outsourcing. From the hypotheses testings, it is found that If the financial ability of the customer company is higher than that of the service provider, the partnership is good. In addition, If the IT resource of the service provider is higher than that of the customer company, the qualify of partnership is high. As a conclusion, the partnership quality has an effects on the success of outsourcing. Especially, the trust has an greater effect on the success of outsourcing than cooperation does.

• 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.

• Journal of Information Technology Applications and Management
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• v.11 no.3
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• pp.35-62
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• 2004

Recently, IT outsouricng has been one of the major concerns of many companies. This paper explores the relationship between information technology outsourcing risk factors and outsourcing performance. It is based upon a three-phase process utilizing IPO (Input-Process-Output) system. The first phase means the outsourcing planning risks t~at arise from overall environment of outsourcing, organizational refuse, and wrong contracts. The second phase implies outsourcing operational risks, which are occurred while out-sourcing perform and consist of organizational acceptances of outsourcing, partnership and hidden costs. The last phase is outsourcing performance based on four perspective of BSC(Blanced Scored Card). The survey was performed on the IT/IS firms, and the data was collected from 53 service receivers. The result of the analysis are as follows. First, Outsourcing planning risks positively affects the operational risks. Second, Outsourcing operational risks negatively affects the Outsourcing Performance.

• 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.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.13
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• pp.389-409
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• 2000

Recent demands of market forces are causing considerable attention to be forced on logistics functions and revitalizing interest in outsourcing them. The need to efficiently and economically adjust support to meet market demands is growing significantly. Logistics is playing a role it has never played before. In light of this, outsourcing to third parties has become a strategic issue demanding greater attention in corporate boardrooms. From the perspective of TPL users, this paper focuses on how best to make a strategic plan for the effective utilization of TPL. And the results are as follows : First, after deciding their logistics outsourcing, the companies have to set up the aim of TPL through development of logistical strategies. Second, the companies must decide service provider that fits to their business environment and conditions. Third, they have to conclude a contract with logistics service provider. Fourth, after doing the preparatory implementation they carry into effect the original implementation. Fifth, they use the result of original implementation to fix a partnership.

• The Journal of Information Systems
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• v.14 no.2
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• pp.25-53
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• 2005

To overcome rapidly changing business environment, companies are focusing on their core business areas. Outsourcing in general has become a standard to sustain competitive advantage. ASP(Application Service Provider) service, another form of IT outsourcing, is business model for providing a contractual service offering to deploy, host, manage and rent access to an application from a centrally managed facility. The main purpose of this study is to investigate on the factors contributing to the success of ASP services by conducting an empirical research to enterprises using ASP service. For this purpose, we developed a research model based on the literature reviews of ASP services, IT outsourcing, and relational exchange. A total of 106 usable survey responses has been used in the analysis. The unit of analysis was relationship and respondents were person in charge of ASP service of each corporation. The findings indicates that (1) service tangibles, customization, partnership, IS maturity and monitoring of the vendor had an positive influence upon non-economic benefits, (2) service tangibles, IS maturity and monitoring of the vendor had an positive influence upon economic benefits, and (3) service tangibles, reliability, partnership and monitoring of the vendor had positive influence upon satisfaction about outcomes of relationships.

• 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.