Anne C. Rouse

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Many firms are now asking how they can benefit from the new form of outsourcing labelled “crowdsourcing”. Like many other forms of outsourcing, crowdsourcing is now being “talked up” by a somewhat credulous trade press. However, the term crowdsourcing has been used to describe several related, but different phenomena, and what might be successful with one(More)
Outsourcing decisions are not, technically, irreversible. But in practical terms the organizational disruption and financial costs of bringing services back in house (“backsourcing”) mean that few organizations revert, even when quite dissatisfied with an arrangement. Instead, organizations typically seek to move to another outsourcing arrangement, that is(More)
Australia has been at the forefront of the adoption of outsourcing as a means for delivering IT services, but the success of IT outsourcing in Australia has been mixed. With two hundred and forty one responses from the top 1000 IT users in the country, the survey reported in this paper is one of the largest and most representative IT outsourcing studies in(More)
Outsourcing is a well-accepted and commonly used business practice. Practitioners and scholars acknowledge that there are not only benefits but also risks involved in the external production of company services. But are the risks the same for different types of outsourcing? This paper explores how senior management evaluates the risks of business process(More)
Despite claims in the trade literature that a number of recommended practices have been proved to lead to IT outsourcing success, few of these practices have been subject to disconfirmatory research. Even fewer have been tested statistically to determine whether they generalize to wider populations, or to determine the magnitude of their effect. In this(More)
Because outsourcing of information systems (IS) is now widespread, it is generally assumed to be successful. It is also often assumed that outsourcing risks are easily managed. In this paper we adopt an “evidence based management” approach to first test these assumptions through a qualitative metaanalysis of academic studies into IS outsourcing outcomes.(More)
This paper proposes a new model – the Information Systems Acceptance (ISA) model to explain and predict IS acceptance. Drawing on previous literature, and the results of a series of case studies, the ISA model integrates four sets of factors influencing IS acceptance: (i) technology characteristics; (ii) management actions; (iii) service quality; and (iv)(More)
Outsourcing of IT is a popular strategy, argued by proponents to deliver a range of benefits including cost savings, increased service quality, and strategic advantages. However, empirical evidence of the success of outsourcing is limited, and several recent studies have suggested widespread dissatisfaction exists amongst purchasers. This paper analyses one(More)
Early in 2001, after a damning public report by the Auditor-General, the Australian Federal Government was forced to abandon its highly promoted “whole of government” infrastructure outsourcing initiative. This about-face was greeted in the press with reports that the initiative was a “fiasco”. Yet a four-year case study of the initiative suggests a more(More)