The Value of Selective IT Sourcing
@article{Lacity1996TheVO, title={The Value of Selective IT Sourcing}, author={Mary C Lacity and Leslie P. Willcocks and David F. Feeny}, journal={Sloan Management Review}, year={1996}, volume={37}, pages={13-25} }
Why does the outsourcing of IT frequently fail to produce the expected cost savings or other benefits? Perhaps because managers don't carefully select which IT activities to outsource. The authors examined sixty-two sourcing decisions at forty organizations through interviews with senior business executives, CIOs, consultants, and vendor account managers. From their data, they developed a set of frameworks to clarify sourcing options and aid managers in deciding which IT functions to contract…Â
No Paper Link Available
662 Citations
The relation between outsourcing and the return from corporate IT spending: perceptions from practitioners
- BusinessProceedings of the 32nd Annual Hawaii International Conference on Systems Sciences. 1999. HICSS-32. Abstracts and CD-ROM of Full Papers
- 1999
Research conducted to examine the association between these issues from the viewpoints of experienced executives, managers and consultants in comparison with those of veteran IT professionals shows that results expected from outsourcing are changing.
Using multiple suppliers to mitigate the risk of IT outsourcing at ICI and Wessex Water
- BusinessJ. Inf. Technol.
- 1998
The findings suggest that selective and competitive sourcing may offer the client company value-added benefits, although it is important to develop strengths in the areas of contract management and negotiation and competitive benchmarking and performance management.
IT sourcing reflections
- BusinessWirtschaftsinf.
- 2003
The overall lesson is that outsourcing can achieve significant results, but it requires new management capabilities.
On the role of sunk costs and asset specificity in outsourcing decisions: a research note
- Business
- 1999
Minimising risks in IT outsourcing: Choosing target services
- BusinessPACIS
- 2003
A risk-based framework for deciding on which IT services to outsource and which to keep in-house is provided, which considers the probabilities both of negative outcomes, and of failing to achieve positive outcomes.
The success of IS/IT co-sourcing contract arrangements in government agencies
- Business
- 2001
The main objective of this research was to explore how critical success factors affected the outsourcingarrangements between buyers and suppliers in small government organizations, which collectively…
Strategy and Vendor Selection in IT Outsourcing: Is there a Method in the Madness?
- Business
- 2011
Abstract Both outsourcing strategy and choice of vendors have the potential to influence the success of information technology outsourcing (ITO) initiatives. However, the ways in which these factors…
Assessing 12 supplier capabilities
- Business
- 2006
The IT and Business Process Outsourcing (BPO) market is large and diverse, covering everything from the outsourcing of quite simple processes or call centers to, more recently, the transformation of…
To outsource IT or not?: recent research on economics and evaluation practice
- Business
- 1996
The paper reports findings from 26 longitudinal case studies of information technology (IT) outsourcing researched in the 1993–95 period. The primary focus is on evaluation practices in the lead up…