IT服务外包研究进展及趋势分析

IT服务外包作为一个新兴的研究领域,倍受国内外学术界和产业界青睐,其理论研究成果已日趋丰富.通过共被引分析和社会网络分析理论和方法对IT服务外包理论研究成果进行分析,并采用可视化技术绘制IT服务外包研究领域的科学知识图谱.基于文献共被引关系和文献的中间中心性,识别出IT服务外包领域中的重要知识基础文章,清晰的展示出IT服务外包领域理论成果的发展脉络和研究现状;结合前沿术语与文献共被引混合网络对IT服务外包研究领域进行聚类分析;基于知识转折点的文章内容、被引历史轨迹和主要的施引文献,探测出IT服务外包领域的新兴研究趋势包括承接商的视角、离岸外包、心理契约视角和IT服务外包成功等主题.     

不确定条件下的IT外包时机选择问题研究

IT外包的业务环境、技术环境和需求的不确定性往往会引起IT服务成本的不确定性。针对IT服务成本的不确定性和IT外包投资的不可逆性,运用传统净现值方法和实物期权方法比较固定价格合同、成本加成定价合同和收益共享合同3种常见合同的外包临界值,分析3种合同下客户企业的等待价值,并讨论客户企业推迟外包情形时的等待时间。研究结果表明,实物期权方法得出的外包临界值高于净现值方法得出的外包临界值;等待价值随无风险利率的增大而减小,随漂移率、变动率的增大而增大;当漂移率与变动率平方的比值大于二分之一时,客户企业选择外包的期望等待时间受无风险利率、漂移率和变动率的影响,其他情形下客户企业的期望等待时间不受无风险利率、漂移率和变动率的影响。研究结论为不确定条件下客户企业外包与否和外包时机的选择提供理论支持和实践指导。     

IT外包--企业信息化建设的新途径

随着经济全球化和信息化进程的深入,IT外包服务开始受到企业的青睐,本文着重分析了IT外包的优点,应用的现状和趋势,以及一个企业如何才能成功地实施业务外包,为企业信息化建设开辟了一条崭新的道路。     

IT服务外包企业的技术创新动力研究

为了提高市场地位和产品的竞争力,集中精力开发核心技术,企业往往将非核心的服务业务外包给其他企业去做,服务外包就是在这种趋势推动下获得了极大的发展.本文以IT行业为研究对象,对服务外包企业的技术创新模式、技术创新动力的主要影响因素和不足之处进行了深入探讨和分析,并提出了提升IT服务外包企业技术创新动力的对策.     

论IT战略下外包决策的动力与风险

IT外包作为企业信息化建设中的一项新内容,在近10年中得到了迅猛发展。本文对IT外包的概念和特点进行了阐述,分析了IT外包的优势与不足,提出了企业IT外包的策略。对IT外包在制造型企业信息化建设中的应用进行了分析和研究,认为实施IT外包将会给企业的发展带来契机。     

IT外包在制造型企业信息化建设中的应用研究

IT外包作为企业信息化建设中的一项新内容,在近10年中得到了迅猛发展。本文对IT外包的概念和特点进行了阐述,分析了IT外包的优势与不足,提出了企业IT外包的策略。对IT外包在制造型企业信息化建设中的应用进行了分析和研究,进而得出结论:实施IT外包将会给很多企业的发展带来契机。     

国内外IT外包服务的发展及我国IT外包服务推动策略

本文首先论述了国内的IT外包服务的发展现状、发展趋势以及对国内IT外包服务的利弊进行了分析,是风险与优势并存。其次,阐述了国际、国外IT外包服务的发展现状,以爱尔兰和印度的成功经验为例,指出通过国际的成功案例,我国可以借鉴的成功经验。最后,分析了如何加速、提高我国IT外包服务的发展,应强化管理策略、跟上国际发展的步伐。     

IT外包中关系质量、知识共享与外包绩效关系研究

论文提出了IT外包双方关系质量的五个维度:信任、有效沟通、承诺、相互依赖及和谐冲突管理;建立了IT外包中双方关系质量、知识共享及外包绩效关系模型,提出了相关假设;对西安软件园、北京中关村软件园、上海浦东软件园的20家从事IT外包业务的企业中高层管理人员进行访谈调查,同时在这些企业中对参与IT外包项目的 391名员工进行问卷调查。利用统计分析软件SPSS17.0和AMOS17.0对收集的279份有效问卷进行数据分析,结果表明:关系质量既直接影响外包绩效,也通过知识共享间接影响外包绩效,给IT外包企业提供了管理启示。     

论我国IT外包的发展对策

我国IT外包产业的发展对提升我国信息技术产业的整体水平,推动我国新型工业化发展意义重大。本文立足于我国IT外包发展的现状,分析了我国IT外包发展所面临的机遇和挑战,提出了我国IT外包发展的建议与对策。     

IT外包的利益相关方面的整体决策思考

IT外包已经成为全球市场里的重要商业现象,围绕IT外包有效决策的企业思考也越发凸现其重要性,既有的研究里存在大量支持IT外包决策思考的内容.本文的研究注意到IT外包企业决策中的主要利益相关方面(企业财务、信息服务、组织运营、企业员工和组织战略),联系影响它们的IT外包的收益一成本一风险,形成IT外包决策思考的整体基础,发展IT外包决策全面和深层思考及评估的有效指导,提供决策者在IT外包企业价值上全局和长远的管理视野.     

不对称信息下信息技术服务外包合同设计

本文针对客户企业向IT供应商外包信息技术服务这一背景,考虑IT供应商不仅具有开发信息系统能力的私有信息,且其开发过程中的努力行为对于客户企业不可见的情况,研究了客户企业信息技术服务外包合同设计问题。研究发现,不对称信息下,客户企业可以通过设计最优合同菜单来甄别不同能力的IT供应商,但是此时客户企业需要向高能力IT供应商支付信息租金。同时,客户企业可以通过设计最优合同有效规制高能力IT供应商系统开发过程中的努力行为,但是相比于信息对称的情况,不对称信息下低能力IT供应商会存在努力不足的现象。低能力IT供应商努力不足的现象会降低社会福利和客户企业的期望利润;客户企业向高能力IT供应商支付信息租金的行为也会减少客户企业的期望利润。增加系统调试阶段的调试时间或者选择信息系统故障检出率高的IT供应商,可以降低高能力IT供应商的信息租金,并缓解低能力IT供应商努力不足的现象,进而减少信息不对称给客户企业带来的利润损失。     

IT外包关系质量研究

建立高效率的关系,对于企业IT外包活动的成功有着重要的影响。营销学中的关系质量概念对于有效衡量IT外包关系以及关系的绩效,起了很强的推动作用。在文献梳理的基础上,通过结合当前研究的最新趋势,对IT外包中的关系质量研究现状做一述评,并在此基础上提出有关管理实践和研究的建议。     

Bringing IT Back: An Analysis of the Decision to Backsource or Switch Vendors

Whereas the decision to outsource information systems (IS) has been an important focus in IS research and practice, the decision to switch vendors or to backsource has received little attention. Evidence suggests that in practice, however, the decision to backsource or to switch vendors is becoming increasingly common as firms vie for ways to continue to cut information technology (IT) costs and improve IT service levels. This research specifically examines the factors associated with the decision to backsource or to switch vendors. Based on a sample of 160 IT managers involved with application development, we compare and contrast the perceptions of those who switched vendors, backsourced, or continued in an outsourcing relationship for application development. Our findings suggest that product quality, service quality, relationship quality, and switching costs are related to the decision to backsource application outsourcing. However, service and product quality did not influence the decision to switch vendors. Rather, firms that made the decision to switch vendors reported high levels of service and product quality but low levels of relationship quality and switching costs.     

An analysis of vendor innovation capability in the contract electronics manufacturing industry

Limited academic research has been given to analysing the innovation capabilities of vendors in outsourcing contracts. This paper seeks to address this gap in the literature by enhancing our understanding of how the innovation capability of vendors is deployed to win, run and renew outsourcing contracts with their customers. Employing the resource-based view as a theoretical basis and undertaking in-depth case study analysis of three vendors in the electronic manufacturing services industry, the research shows that to achieve the outsourcing objectives of winning, running and renewing the contract, vendors can use different configurations of the competitive priorities of cost, quality, delivery and flexibility. The research aggregates the capabilities that influence the innovative capability of a vendor into the innovation-related capabilities (IRCs) of design, new product introduction and manufacturing. Three strategies are identified for vendors on how to deploy these IRCs, and a number of propositions are developed to indicate the suitability of the three deployment strategies for different operational contexts.     

Strategic Maneuvers for Outsourcing Flexibility: An Empirical Assessment

Tan and Sia (2006) conceptualize outsourcing flexibility within a set of four dimensions: robustness, modifiability, new capability, and ease of exit, and propose a portfolio of preemptive, protective, exploitive, and corrective maneuvers to manage flexibility in outsourcing. In this article, we build upon their proposed framework by anchoring the strategic maneuvers through a multitheoretic lens and empirically validate the research propositions. A survey of 171 outsourcing projects in Singapore was conducted. The findings bear evidence that the four proposed dimensions of outsourcing flexibility are conceptually distinct and that different strategic maneuvers contribute differently to the various flexibility dimensions. The empirical findings also affirm the importance of structuring flexibility for outsourcing success, with some flexibility dimensions manifesting different intensity in enabling outsourcing success for IT outsourcing versus business process outsourcing. We conclude by proposing a more holistic approach for effective flexibility management in outsourcing and highlighting research gaps that may need deeper theorizing and empirical extension.     

Performance Impacts of Strategy,Information Technology Applications,and Business Process Outsourcing in U.S. Manufacturing Plants

This paper develops a conceptual model to study the role of outsourcing strategies and plant‐level information technology (IT) application infrastructure in the outsourcing of production and support business processes, as well as their subsequent impact on overall plant performance. We validate this model empirically using cross‐sectional survey data from U.S. manufacturing plants. We find that some IT applications are more effective at enabling the outsourcing of business processes than others. For example, the implementation of enterprise management systems is associated with the outsourcing of both production and support processes, whereas operations management systems are not associated with the outsourcing of plant processes. Plants with a low‐cost outsourcing strategy are more likely to outsource support processes than plants with a competency‐focused outsourcing strategy. However, both cost‐ and competency‐based strategies have a positive and similar impact on the outsourcing of production processes. In terms of implications for plant performance, our findings indicate that the outsourcing of production and support processes is associated with higher gross margins. Although plant IT infrastructure is positively associated with favorable on‐time delivery rates, there is no positive association between the incidence of plant outsourcing and on‐time delivery rates. These results have implications for crafting plant‐level outsourcing strategies and for investments in IT systems to facilitate the outsourcing of business processes for enhanced plant performance.     

A Path to Successful IT Outsourcing: Interaction Between Service‐Level Agreements and Commitment

Although service‐level agreements (SLAs) are important for IT outsourcing management, appropriate mechanisms for constructing effective SLAs are still poorly understood, leading to inadequate or overcomplicated contracts that are ineffective. This study examines the associations among three distinct sets of SLA characteristics and outsourcing success, as well as the role of commitment in these relationships. Analyzing survey data based on a model theorizing the alignment of SLA characteristics with intended outsourcing objectives, we find that different types of benefits attained through IT outsourcing arrangements are associated with the use of specific contractual dimensions. We also find that commitment, in general, moderates the impact of SLAs on outsourcing success, although the nature of the moderation varies with the different benefits IT outsourcing engagement is intended to achieve. Interestingly, in certain cases—change characteristics for achieving technology benefits, in particular—commitment can be a barrier to the effective use of SLAs in achieving intended outsourcing benefits. As such, our study extends the literature on IT outsourcing, contracting and commitment, as well as provides a general guideline for practitioners to structure effective SLAs and to properly use commitment for managing IT outsourcing engagements to successfully achieve intended benefits.     

论“单一外包商”与“多外包商”两种外包战略的选择

随着资源外包关系的日益复杂化,单一外包商与多外包商的数量确定成为外包决策中的一个重要问题.本文针对这两种战略的选择问题,通过建立"两阶段外包决策分析模型",从知识专用性影响的角度出发,对两种不同战略进行交易成本分析,进而总结出两种战略不同的适用条件,以期为外包商数量的决策提供一定的指导.     

IT服务外包项目工期与费用控制的 多属性英氏逆拍卖机制

工期和费用是影响IT服务外包项目成败的两个重要因素,且两者之间呈负相关的关系。在IT服务外包项目执行前,发包方与接包方需要就项目的工期和费用达成一致。通常,发包方并不完全了解外包项目的市场行情,在这种情况下,就需要一种有效的方式使发包方和接包方之间就工期和费用达成一致。本文设计了改进的英氏逆拍卖机制,针对一对多的情况设计了新的拍卖协议;针对工期和费用的多属性情况,引入多属性效用理论解决,设计了相应的效用增加函数。最后通过一个算例来演示所设计的拍卖机制对解决此类决策问题的作用。得出一些结论:所设计机制能够以拍卖方式描述费用和工期管理流程;找到了发包方和接包方的最佳增量效用,并且建议的拍卖协议是发包方和接包方获得双赢结果的机制;从不同大小的案例中可以得到完全一致的结果,这表明设计的拍卖机制的有效性和效用增加函数对协商结果的有效性。     

边界跨越对IT外包绩效影响的实证分析

 IT外包组织边界跨越活动的作用日益凸显,而与之相对的是相应研究却不多。在先前的研究中我们发现这一现象确实存在于中国IT外包企业中,因此,本研究通过特别的研究设计,对边界跨越做进一步实证分析。2010年在西安、北京、上海三地的20家IT外包企业进行问卷调查,对回收到的292份有效问卷运用SPSS17.0和AMOS17.0进行统计分析。本研究证实:边界跨越具有很大的灵活性,可以直接或间接影响IT外包绩效;知识共享具有很强的中介作用,边界跨越及与之相关的技术创新和关系规范都通过知识共享的中介作用影响IT外包绩效;边界跨越、关系规范和知识共享对IT外包绩效影响力较强,而技术创新的影响较弱。