Two Essays on IT Outsourcing Strategy : Multi-vendor Approach and Outsourcing Capability
- 주제(키워드) IT Outsourcing , Strategy , Multi-vendor Approach , Outsourcing Capability
- 발행기관 고려대학교 대학원
- 지도교수 이재남
- 발행년도 2017
- 학위수여년월 2017. 2
- 학위구분 박사
- 학과 대학원 경영학과
- 세부전공 MIS 전공
- 원문페이지 152 p
- 실제URI http://www.dcollection.net/handler/korea/000000072800
- 본문언어 영어
- 제출원본 000045898124
초록/요약
Since the 1980s, IT outsourcing has been recognized as one of strategic means to reduce transactional costs and increase operational efficiency. In recent years, the extensive proliferation of innovative IT outsourcing utilizing cutting-edge information technology requires firms to deliberate their IT implementation strategy at the point of origin. This indicates, by adopting the innovative IT outsourcing such as cloud computing and IT offshoring, firms attempt to access specialized resources and knowledge of vendors. However, recent IT outsourcing practices show that firms often fail to achieve successful IT outsourcing performance. Accordingly, to clarify the main causes of the inconsistent performance and derive appropriate means to solve the inconsistency, prior research has developed rich understanding of IT outsourcing which covers diverse research areas such as strategic motivation, applying scope, intended IT outsourcing performance and so on. Among them, IT outsourcing strategy has been emphasized in terms of its influences on IT outsourcing performance. A critical point is that no successful performance can be guaranteed only by adopting IT outsourcing itself; continuous effort to maximize its benefit through an effective IT outsourcing strategy is essential for the achievement of satisfactory IT outsourcing performance. That is, firms that wish to achieve sufficient IT outsourcing performance are required to formulate and implement an appropriate IT outsourcing strategy depending on their business and IT situation. Despite the overt importance of IT outsourcing strategy, existing studies do not sufficiently address recent realities such as the complex nature of inter-organizational relationships between a client and its vendors and the diverse configurations of outsourcing capabilities, which make critical influences on the IT outsourcing performance. To address the research gaps, we conducted two studies on IT outsourcing strategy around multi-vendor approach and outsourcing capability. The objective of the first study is to identify the basic relational structures in multi-vendor outsourcing, namely, single vendor dominant model and multi-vendor dominant model, and examine how the two relational structures are associated with two types of organizational learning (i.e., exploitative learning and exploratory learning) from a social relation perspective. In particular, the structural, affective, and cognitive dimensions of social relation were incorporated to reflect the characteristics of social relation on the relationship between the two relational structures and their respective types of organizational learning. In the second study, with the aim of elaborating the effect of outsourcing capability on IT outsourcing performance, we developed a conceptual framework of outsourcing capability that consists of management, technical, and relational dimensions based on dedicate literature review. Then, by adopting a fuzzy-set qualitative comparative analysis (fs/QCA) approach, we examined which configurations or patterns of outsourcing capabilities exert more holistic influences on outsourcing performance from a bilateral perspective, which includes a client and its vendors. The empirical evidence obtained from the first study reveal that the single vendor dominant model exerts a more significant influence on exploitative learning than the multi-vendor dominant model and multi-vendor dominant model was exactly opposite. Moreover, it reveals that the specific function or relationship type considerably affects the respective type of organizational learning. The findings indicate that a specific type of relational structure, function, and relationship should be adopted in accordance with a firm’s IT outsourcing strategy. The discussion about the results of the second study can be divided into two parts. First, seven propositions are presented regarding the congruent patterns of outsourcing capabilities for two types of outsourcing performance, namely, outsourcing success and project performance. Second, in considering two contextual factors (i.e., prior work experience and project period), practical guidelines to configure effective outsourcing capability in accord to the two contextual factors are recommended for IT outsourcing practitioners. In sum, this thesis provides meaningful milestones in terms of how to effectively configure and manage IT outsourcing strategy consistent with the business and IT environment for the achievement of successful IT outsourcing performance. Namely, we aim to shed new light on IT outsourcing research and practices by investigating the effects of multi-vendor approach and outsourcing capability on IT outsourcing performance. More specifically, this study contributes to the researchers by not only suggesting theoretical and empirical demonstrations of multi-vendor approach but also identifying congruent patterns of outsourcing capabilities for the enhancement of IT outsourcing performance. To practitioners, this research provides valuable guidelines in establishing and implementing IT outsourcing strategy. In particular, we intend to give implications in selecting appropriate relational structures between a client and its vendors and configuring effective outsourcing capabilities according to the contextual factors for the achievement of successful IT outsourcing performance.
more목차
1. Introduction
1.1 Research Background
1.2 Research Objective
1.3 Research Procedure
1.4 Organization of the Thesis
2. Study 1 Effect of Multi-Vendor Outsourcing on Organizational Learning: A Social Relation Perspective
2.1 Introduction
2.2 Theoretical Framework
2.2.1 Relational Structures in Multi-vendor Outsourcing
2.2.2 Organizational Learning in IT Outsourcing
2.2.3 Organizational Learning from the Social Relation Perspective
2.3 Research Model and Hypotheses
2.3.1 Base Model
2.3.2 Moderating Effects of Structural Dimension
2.3.3 Moderating Effects of Affective Dimension
2.3.4 Moderating Effects of Cognitive Dimension
2.4 Research Methodology
2.4.1 Development of Measures
2.4.2 Sample and Data Collection
2.4.3 Reliability and Validity of Measurement
2.5 Analysis and Results
2.5.1 Analysis Approach
2.5.2 Testing the Hypotheses
2.6 Discussion and Implications
2.6.1 Discussion of Findings
2.6.2 Implications for Research and Practice
2.6.3 Limitations and Future Research
2.7 Conclusion
References
3. Study 2 Congruent Patterns of Outsourcing Capabilities: From a Bilateral Perspective
3.1 Introduction
3.2 Literature Review and Theoretical Framework
3.2.1 Predictors: Outsourcing Capability
3.2.2 Outcomes: Outsourcing Performance
3.3 Research Methods
3.3.1 Sample and Data Collection
3.3.2 Calibration of Set Memberships
3.4 Analysis and Results
3.4.1 Fuzzy-Set Analyses
3.4.2 Results: Sufficient Conditions for Outsourcing Performance
3.5 Discussion of Findings
3.5.1 Discussion
3.5.2 Practical Guidelines
3.5.3 Limitations and Future Research
3.6 Conclusion
References
4. Conclusions of the two studies
Appendix 2-A. Questionnaire of Pilot Survey
Appendix 2-B. Questionnaire of Main Survey
Appendix 2-C. Measures Used for the Study
Appendix 2-D. The Results of Factor Analysis
Appendix 3-A. Questionnaire of Main Survey (Client)
Appendix 3-B. Questionnaire of Main Survey (Vendor)
Appendix 3-C. Measures Used for the Study
Appendix 3-D. Truth-table Analysis
