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Managing IT Outsourcing Performance

Book Description

Managing IT Outsourcing Performance provides a unique collection of methodologies and tools useful in managing relationships and task execution to help in developing successful IT outsourcing interactions. This leading reference collection enables researchers to examine current issues and allows managers to improve outsourcing relationships.

Table of Contents

  1. Copyright
  2. Foreword
  3. Preface
  4. Outsourcing Opportunities
    1. OUTSOURCING DEFINITIONS
    2. A SOURCING UNIVERSE
    3. BUSINESS APPLICATION OUTSOURCING
    4. BUSINESS PROCESS OUTSOURCING
    5. TRANSFORMATIONAL OUTSOURCING
    6. GLOBAL OUTSOURCING
    7. OUTSOURCING DECISION
    8. CONCLUSION
    9. REFERENCES
  5. Theoretical Foundations
    1. NEO-CLASSICAL ECONOMIC THEORY
    2. TRANSACTION COST THEORY
    3. CONTRACTUAL THEORY
    4. AGENCY THEORY
    5. THEORY OF FIRM BOUNDARIES
    6. THEORY OF CORE COMPETENCIES
    7. RESOURCE-BASED THEORY
    8. PARTNERSHIP AND ALLIANCE THEORY
    9. RELATIONAL EXCHANGE THEORY
    10. SOCIAL EXCHANGE THEORY
    11. STAKEHOLDER THEORY
    12. REVIEW OF IT OUTSOURCING BASED RESEARCH
    13. CONCLUSION
    14. REFERENCES
  6. Critical Success Factors
    1. THEORY-BASED CRITICAL SUCCESS FACTORS
    2. CRITICAL SUCCESS FACTORS IN E-BUSINESS INFRASTRUCTURE
    3. CONCLUSION
    4. REFERENCES
  7. Value Configurations
    1. VALUE CHAIN CONFIGURATION
    2. VALUE SHOP CONFIGURATION
    3. VALUE NETWORK CONFIGURATION
    4. THE ROLE OF IT IN DIFFERENT VALUE CONFIGURATIONS
    5. INTERFIRM RELATIONS IN VALUE SYSTEMS
    6. VALUE CONFIGURATION AS DETERMINANT OF OUTSOURCING
    7. STRATEGIC IT PLANNING
    8. CONCLUSION
    9. REFERENCES
  8. Maturity in Outsourcing Relationships
    1. STAGES OF GROWTH MODELS
    2. STAGE 1: COST STAGE
    3. STAGE 2: RESOURCE STAGE
    4. STAGE 3: PARTNERSHIP STAGE
    5. MODEL STAGES
    6. BENCHMARK VALUES
    7. THE STAGE HYPOTHESIS
    8. EXPLORATORY STUDY OF CLIENT COMPANIES
    9. CONCLUSION
    10. REFERENCES
  9. Costs, Benefits, and Risks
    1. PRODUCTION AND TRANSACTION ECONOMIES
    2. HIDDEN COSTS
    3. CONTRACT TERMINATION COSTS
    4. BENEFITS
    5. STRATEGIC RISK BEHAVIOR
    6. CONCLUSION
    7. REFERENCES
  10. Knowledge Transfer
    1. INTELLECTUAL CAPITAL MANAGEMENT
    2. KNOWLEDGE TRANSFER IN IT OUTSOURCING RELATIONSHIPS
    3. CLIENT'S NEED FOR KNOWLEDGE TRANSFER
    4. VENDOR'S NEED FOR KNOWLEDGE TRANSFER
    5. CONCLUSION
    6. REFERENCES
  11. Outsourcing Performance
    1. VENDOR VALUE PROPOSITION
    2. OUTSOURCING OPPORTUNITIES
    3. OUTSOURCING THREATS
    4. PERFORMANCE MEASUREMENT
    5. SUCCESSFUL RELATIONSHIPS
    6. CONCLUSION
    7. REFERENCES
  12. Outsourcing Governance
    1. PERSPECTIVES ON GOVERNANCE
    2. INTERACTION APPROACH
    3. MANAGEMENT CONTROL SYSTEMS
    4. PARTNERING RELATIONSHIPS
    5. STAKEHOLDERS
    6. HARD AND SOFT SIDES
    7. THE IT OUTSOURCING GOVERNANCE MODEL
    8. CONCLUSION
    9. REFERENCES
  13. Case Study Research
    1. THE CASE STUDY PROCESS
    2. THREE INTERNATIONAL BASED IT OUTSOURCING RELATIONSHIPS
    3. CROSS-CASE ISSUES
    4. EVALUATING THE IT OUTSOURCING RELATIONSHIPS
    5. CONCLUSIONS FROM CASE STUDY RESEARCH
    6. REFERENCES
  14. Conclusion
    1. REFERENCES
  15. Dynamics of Outsourcing Relationships
    1. AGENCY THEORY
    2. PARTNERSHIP AND ALLIANCE THEORY
    3. RELATIONAL EXCHANGE THEORY
    4. PARTNERSHIP QUALITY DETERMINANTS
    5. PARTNERSHIP QUALITY DYNAMICS
    6. REFERENCES
  16. The Role of the CIO
    1. THE ROLE OF THE CIO
    2. CONCLUSION
    3. REFERENCES
  17. About the Authors
  18. Index