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Strategic Sourcing of Information Systems. Perspectives and Practices. John Wiley Series in Information Systems

  • ID: 2210693
  • Book
  • December 1997
  • 408 Pages
  • John Wiley and Sons Ltd
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Increasingly large multinationals and public sector agencies, as well as small and medium organizations, have perceived value in transferring some or most of their IT assets, leases and staff to third party vendors. This trend has been maintained by high–profile "mega–deals" based ostensibly on the logic of core competence thinking and trends towards "alliance capitalism". However, many members of the IT community have signalled the dangers inherent in relinquishing management control of a "strategic asset". In some cases these warnings have proved valid, with several "strategic partnerships" experiencing severe problems. Conversely, some of the companies adamantly refusing to countenance outsourcing have struggled to demonstrate IT value. The key question therefore is not should IT be outsourced, but where and how can business leverage be achieved through utilising the rapidly developing market for IT services. Strategic Sourcing of Information Systems answers this question by–providing a forum of current thinking by prominent scholars and practitioners from around the globe. Edited and with a lengthy Introduction by Leslie Willcocks and Mary Lacity, two internationally recognised experts in this field, the book′s coverage includes: ?Selective Outsourcing ?Total Outsourcing ?Total Insourcing ?IT department as a trading agency ?Offshore Development This book has been designed for both academics and practitioners. Theoretical perspectives allow critical variables to be extracted in order to explain successful or unsuccessful decisions, while decision frameworks and case studies provide guidelines on which sourcing options to select, and how to manage outsourcing arrangements.
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The Sourcing and Outsourcing of IS: Shock of the New?

(L. Willcocks & M. Lacity).


The Outsourcing of Information Services: Transforming the Nature of Business in the Information Industry (T. Clark, et al.).

Towards a Theoretically–Based Contingency Model of Information Systems Outsourcing (V. Grover, et al.).

Can Game Theory Help Us To Understand Information Service Outsourcing Contracts?

(R. Elitzur & A. Wensley).

The External Acquisition of Information Systems Knowledge (H. Scarbrough).

A Framework for IS Outsourcing Strategy in Private and Public Sector Contexts (J. Cronk & J. Sharp).

A Risk–Return Model for Information Technology Outsourcing Decisions (J. Jurison).


Financial and Strategic Motivations Behind IS Outsourcing (K. McLellan, et al.).

Information Systems Outsourcing: Theories, Case Evidence and a Decision Framework (L. de Looff).

Outsourcing Practices and Views of America′s Most Effective IS Users (M. Sobol & U. Apte).

The Management of Partnership Development in IS Outsourcing (R. Klepper).

Setting Up Outsourced Information Technology Service Companies (T. Reponen).

Failure in Software Outsourcing: A Case Analysis (S. Ang & S. Toh).

Problems and Issues in Offshore Development of Software (T. Rajkumar & D. Dawley).

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Leslie P. Willcocks
Mary C. Lacity
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