Effect of trust and risk on it outsourcing relationship quality and outsourcing success

2021 ◽  
Author(s):  
Narasimha Paravastu
Keyword(s):  
Relationship Quality ◽  
It Outsourcing ◽  
Outsourcing Success

Determinants of relationship quality for IS/IT outsourcing success in public sector

2010 ◽  
Vol 14 (2) ◽  
pp. 457-475 ◽  
Author(s):  
Bobby Swar ◽  
Junghoon Moon ◽  
Junyoung Oh ◽  
Cheul Rhee
Keyword(s):  
Public Sector ◽  
Relationship Quality ◽  
It Outsourcing ◽  
Outsourcing Success

Quality of relationship on information technology outsourcing for organizational success in hospitality industry

2014 ◽  
Vol 5 (3) ◽  
pp. 229-244 ◽  
Author(s):  
Ali Sukru Cetinkaya ◽  
Mehmet Ergul ◽  
Muzaffer Uysal
Keyword(s):  
Information Technology ◽  
Service Quality ◽  
Organizational Performance ◽  
Relationship Quality ◽  
Hospitality Industry ◽  
It Outsourcing ◽  
Content Type ◽  
It Service ◽  
Outsourcing Success ◽  
The Relationship

Purpose – This paper aims to investigate the effects of vendor – client relationship on organizational success in the hospitality industry. The relationship between vendors and clients regarding information technology outsourcing does not always go in harmony. In the viewpoint of hospitality practitioners, information technology (IT) providers do not necessarily abide by the given promises stated on contracts, all the time. The service flows, which are mostly generated by the lack of quality relationship between vendors and clients directly affect hotels’ organizational performance. Design/methodology/approach – Data were collected by an online survey and analyzed using multivariable statistics (path analysis) to determine the effects of service quality and relationship quality on outsourcing success, and its effect on organizational performance. Data from 102 valid responses received from ten different countries, representing 230 hotels in total were analyzed. Findings – Service quality and relationship quality, which are two dimensions of outsourcing relationships, were found to be positively related to outsourcing success (r = 0.60 and 0.70, p < 0.01, respectively) and intangible organizational performance (r = 0.20, p < 0.05; 0.26 and 0.27, p < 0.01, respectively). Research limitations/implications – The research was designed to investigate the IT outsourcing service receiver’s (client) perspective. The IT service provider’s (vendor) perspective is disregarded. Disturbance results are very high (i.e. more than 0.95). This may well be the case that certain facets of the outsourcing success construct are not adequately represented by the chosen indicators. Research results may reveal an idea about the research subject, in general, but may not be generalized to the whole industry due to its sampling size. Finally, the survey was conducted online, and all online research restrictions were applicable to this research such as receiving very limited response rates. Practical implications – The results of this research provide important information for practitioners in the hospitality industry and IT service providers. Relationship quality between vendor and client was observed to be the most determinant factor in IT outsourcing success. Social implications – The proposed model may well serve as a framework for further examining mediating and possible moderating variables. Originality/value – There is limited research in the previous literature investigating the relationship between information technology vendor and client, in terms of service quality and relationship quality in hospitality industry. This paper may serve to fill in this gap.

Outsourcing Information Technology

2008 ◽  
pp. 530-537
Author(s):  
James J. Hoffman ◽  
Eric Walden ◽  
Mark L. Hoelscher
Keyword(s):  
Social Capital ◽  
Information Technology ◽  
It Outsourcing ◽  
Current Understanding ◽  
Outsourcing Success ◽  
Potential Impact

The current chapter explores the role that one factor, social capital, may have on the success of IT outsourcing. It extends current understanding of outsourcing success and failure by examining the effect of social capital on outsourcing success. The chapter proposes that social capital has potential impact on information technology (IT) outsourcing success. Specifically, it is theorized that social capital has an inverted “U” shape relationship with outsourcing success.

Knowledge Transfer

2010 ◽  
pp. 132-141 ◽  
Author(s):  
Hans Solli-Sæther ◽  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Exchange ◽  
It Outsourcing ◽  
Capital Management ◽  
Outsourcing Success ◽  
Intellectual Capital Management ◽  
Important Challenge ◽  
External Organization ◽  
In The Beginning

moved to and exchanged with an external organization (Bahli & Rivard, 2005). Therefore, changes in the knowledge transfer requirements are viewed as the single most important challenge to knowledge management and knowledge management systems in an outsourcing arrangement. A relevant approach to outsourcing relationships from the knowledge management literature includes intellectual capital management, as presented in the beginning of this chapter. Then, we continue presenting how knowledge transfer might influence outsourcing success. Finally, clients’ and vendors’ need for knowledge transfer and knowledge exchange in IT outsourcing relationships is discussed.

IT Outsourcing Success Factors

2015 ◽  
pp. 183-199 ◽  
Author(s):  
Georg Hodosi ◽  
Robert Kaye ◽  
Lazar Rusu
Keyword(s):  
Success Factors ◽  
Case Study Research ◽  
Research Problem ◽  
Research Literature ◽  
It Outsourcing ◽  
Medium Size ◽  
Outsourcing Success ◽  
Research Gap ◽  
The Right

In this chapter, the Success Factors (SFs) for IT Outsourcing (ITO) are explored. The research literature has a bias towards large companies, neglecting medium-sized companies. Moreover, no comparative studies regarding the SFs were found related to the size of companies. These circumstances force medium-sized buyers to turn to practitioner literature, which is dominated by guidelines produced by the providers. Therefore, this chapter identifies the research problem: the lack of knowledge about ITO SFs for medium size companies, including whether SFs for large companies, are applicable for medium-sized ones as well. The used case study research shows that medium-sized companies should use the SFs from large companies. However, 2 out of 11 studied SFs have better efficiency for large companies. This result helps medium-sized companies' ITO decision makers understand the SFs of ITO and thus closes the research gap. Implementing the right SFs should improve the ITO performance.

Outsourcing Information Technology

2010 ◽  
pp. 1392-1398
Author(s):  
James Hoffman ◽  
Eric Walden ◽  
Mark Hoelscher
Keyword(s):  
Social Capital ◽  
Information Technology ◽  
It Outsourcing ◽  
Current Understanding ◽  
Outsourcing Success ◽  
Potential Impact

The current chapter explores the role that one factor, social capital, may have on the success of IT outsourcing. It extends current understanding of outsourcing success and failure by examining the effect of social capital on outsourcing success. The chapter proposes that social capital has potential impact on information technology (IT) outsourcing success. Specifically, it is theorized that social capital has an inverted “U” shape relationship with outsourcing success.

Foundations for measuring IT-outsourcing success and failure

2019 ◽  
Vol 156 ◽  
pp. 113-125 ◽  
Author(s):  
G.P.A.J. Delen ◽  
R.J. Peters ◽  
C. Verhoef ◽  
S.F.M. van Vlijmen
Keyword(s):  
It Outsourcing ◽  
Outsourcing Success

Outsourcing success in the eye of the beholder: Examining the impact of expectation confirmation theory on IT outsourcing

2020 ◽  
Vol 57 (6) ◽  
pp. 103236
Author(s):  
Colleen Carraher Wolverton ◽  
Rudy Hirschheim ◽  
William C. Black ◽  
James Burleson
Keyword(s):  
It Outsourcing ◽  
Confirmation Theory ◽  
Outsourcing Success ◽  
The Impact ◽  
Expectation Confirmation

scholarly journals Conceptualizing Relational Resources as Critical Factor for IT Outsourcing Success

2017 ◽  
Vol 12 (10) ◽  
pp. 43
Author(s):  
Paolo Popoli
Keyword(s):  
Critical Factor ◽  
Correct Choice ◽  
It Outsourcing ◽  
Contract Management ◽  
Full Potential ◽  
Outsourcing Success ◽  
Managerial Implications ◽  
Relational Resources ◽  
Two Phases

The relational resources represent key assets for outsourcing success. Achieving full potential in the development and exploitation of relational resources in outsourcing can be understood as occurring in two closely intertwined phases: i. during the choice of the provider; ii. through the governance of the relation that develops over the execution of the contract. The current paper aims to provide conceptual insights into these two phases, as they apply to the particular area of companies’ IT outsourcing. A first objective is to illustrate the role of relational resources in determining the ultimate degree of success in IT outsourcing and to discuss its potential as an “instrument to address risk”. A second objective is to outline managerial criteria for correct choice of the IT provider and for appropriate direction of client-vendor relations over the course of the resulting contract execution. The main findings of this study show that the paradigmatic shift from a transaction-based outsourcing to a partnership-based outsourcing gives centrality to the contract management and on-going management. On this point, relational resources have become a critical factor for IT outsourcing success, and they have to be considered as a tool to address the risks of IT outsourcing. Concerning the managerial implications the main finding is the need to use the “relational requisites” rather than “subjective requisites” in the evaluation and choice of potential IT provider.

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