Impact of Organisational Factors on the Success of Information Technology Outsourcing Relationships in Small and Medium Enterprises - A revisit 6
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Language: Unknown language code Summary language: Unknown language code Original language: Unknown language code Series: ; East Asia Institute of Management, 2013 46Edition: Description: Content type: text Media type: unmediated Carrier type: volumeISBN: ISSN: 2Other title: 6 []Uniform titles: | | Subject(s): -- 2 -- 0 -- -- | -- 2 -- 0 -- 6 -- | 2 0 -- | -- -- 20 -- | | -- -- Industry Information;Organisational Factors;Communication Plans -- Information Technology;Service Levels;Active Management -- Outsourcing;Vendor Selection -- | -- -- -- 20 -- --Genre/Form: -- 2 -- Additional physical formats: DDC classification: | LOC classification: | | 2Other classification:| Item type | Current location | Home library | Collection | Call number | Status | Date due | Barcode | Item holds |
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| Book | PLM | PLM Periodicals Section | Periodicals | HD28.Si64.2013 (Browse shelf) | Available | PER 1452I |
ABSTRACT : This paper discusses a study carried out to examine the organisational factors that determined the success of information technology outsourcing for small and medium enterprises (SME) in Hawaii, USA. The statistical analysis found that industry sectors, communication plans, active management, and vendor selection process were correlated to the success of outsourcing relationship. The findings led to the conclusion that it was not the contract duration, frequency of service level updates and evaluation or corporate culture that determined the success in an outsourcing relationship. Companies looking to successful outsourcing focused instead on vendor selection, communicating with vendors and managing outsourcing contracts actively. It is not the 'paper' agreement but the communication and mutual understanding of what services and support are expected that is crucial. A post research analysis was done in 2013 to find out if the studied organisational factors in 2001 remained significant and relevant in today's business world. The analysis revealed their relevance as generic functions. Management support continued to be critically important to the implementation of outsourcing relationships. 56
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