IT sourcing: a research framework

It is only during the past few years that the sourcing of IT has become an important issue for most organisations. Downsizing, the move to flatten organisations and the search for added flexibility, are cited as major reasons for this interest. Additionally, for the UK public sector, government pressure and legislative requirements have been instrumental in making many organisations consider outsourcing. Transaction cost analysis provides an economic approach to selecting the most appropriate source. However, in itself it is not enough, since it fails to take account of the special features of knowledge-intensive goods and services. This form of analysis needs to be augmented with considerations of these special features and of the organisational and environmental factors surrounding the sourcing decision. This paper provides this augmentation within a comprehensive framework for IT sourcing decision making.

[1]  Guy Fitzgerald,et al.  Toward the Residual IS Organization? Research on IT Outsourcing Experiences in the United Kingdom , 1994, Transforming Organizations with Information Technology.

[2]  P. Finlay Introducing Decision Support Systems , 1994 .

[3]  William R. King,et al.  STRATEGIC OUTSOURCING DECISIONS , 1994 .

[4]  C. Handy The age of unreason , 1989 .

[5]  K. Ketler,et al.  The outsourcing decision , 1993 .

[6]  A. J. Bailetti,et al.  Assessing the impact of university interactions on an R&D organization , 1992 .

[7]  Kirk P. Arnett,et al.  Firms that choose outsourcing: A profile , 1994, Inf. Manag..

[8]  N. Meyer,et al.  A Sensible Approach to Outsourcing , 2000 .

[9]  Uma G. Gupta,et al.  Outsourcing the is function : it is necessary for your organization ? , 1992 .

[10]  M. Morton,et al.  The corporation of the 1990s: Information technology and organizational transformation , 1993 .

[11]  Wayne Zachary,et al.  A Cognitively-Based Functional Taxonomy of Decision Support Techniques , 1986, SGCH.

[12]  Marshall W. Meyer,et al.  Power in Organizations. , 1982 .

[13]  Peter A. Clark,et al.  Innovation in technology and organization , 1989 .

[14]  Peter Checkland,et al.  Systems Thinking, Systems Practice , 1981 .

[15]  J. B. Quinn,et al.  Managing Innovation: Controlled Chaos , 1985 .

[16]  N. Venkatraman,et al.  Determinants of Information Technology Outsourcing: A Cross-Sectional Analysis , 2011, J. Manag. Inf. Syst..

[17]  Daniel A. Levinthal,et al.  Innovation and Learning: The Two Faces of R&D , 1989 .

[18]  M. Porter Competitive Advantage: Creating and Sustaining Superior Performance , 1985 .

[19]  P. Lorange,et al.  Strategic Alliances: Formation, Implementation, and Evolution , 1992 .

[20]  O. Williamson Transaction-Cost Economics: The Governance of Contractual Relations , 1979, The Journal of Law and Economics.

[21]  J. C. Henderson PLUGGING INTO STRATEGIC PARTNERSHIPS: THE CRITICAL IS CONNECTION , 1990 .

[22]  R. Imrie ‘A strategy of the last resort’? Reflections on the role of the subcontract in the United Kingdom , 1994 .

[23]  Eric K. Clemons,et al.  The Impact of Information Technology on the Organization of Economic Activity: The "Move to the Middle" Hypothesis , 1993, J. Manag. Inf. Syst..

[24]  James P. Ignizio An introduction to expert systems : the development and implementation of rule-based expert systems , 1991 .

[25]  Linda Berry,et al.  Guidelines for successfully transferring government-sponsored innovations☆ , 1991 .

[26]  Cathleen Benko,et al.  Outsourcing evaluation: a profitable process , 1993 .

[27]  Herbert A. Simon,et al.  The new science of management decision , 1960 .

[28]  Joseph Judenberg APPLICATIONS MAINTENANCE OUTSOURCING An Alternative to Total Outsourcing , 1994 .

[29]  P. Drucker Post-Capitalist Society , 1993 .

[30]  Leslie P. Willcocks,et al.  Evaluating Information Technology investments: research findings and reappraisal , 1992, Inf. Syst. J..