Razones y riesgos del outsourcing de sistemas de información en las grandes empresas españolas

  1. M. Reyes González Ramírez
  2. José Luis Gascó Gascó
  3. Juan Llopis Taverner
Aldizkaria:
Revista europea de dirección y economía de la empresa

ISSN: 1019-6838

Argitalpen urtea: 2015

Alea: 24

Zenbakia: 3

Orrialdeak: 175-189

Mota: Artikulua

DOI: 10.1016/J.REDEE.2015.03.001 DIALNET GOOGLE SCHOLAR lock_openDialnet editor

Beste argitalpen batzuk: Revista europea de dirección y economía de la empresa

Laburpena

Information Systems Outsourcing is a common practice in companies with unstoppable growth. It is therefore essential to know in depth what are the reasons that lead companies to outsource and what the major risks are inherent in this practice. This paper makes a proposal for these reasons and risks and it assesses them in the case of the major Spanish companies through a survey that was replicated twice. The longitudinal analysis allows to draw trends and to assess continuity and change in the reasons and risks of outsourcing. Although the reasons are fairly stable the risks have changed, in terms of their valuation trend in recent years. In any case the proposed reasons and risks should be taken into account by management, prior to any outsourcing decision.

Erreferentzia bibliografikoak

  • BibliografíaAbdullah, L. M. y Verner, J. M. (2012). Analysis and application of an outsourcing riskframework. The Journal of Systems and Software., 85(8), 1930-1952.
  • Al-Gharbi, K., al-Kindi, A. y al-Salti, Z. (2009). IT/IS Outsourcing from Omani Orga-nizations' Perspective: Motivations and reservations. International Journal ofManagement Innovations Systems., 1(1), 1-10.
  • Alner, M. (2001). The effects of Outsourcing in Information Security. InformationSystems Security., 10(2), 35-43.
  • Alpar, P. y Saharia, A. N. (1995). Outsourcing Information Systems Functions: AnOrganization Economics Perspective. Journal of Organizational Computing., 5(3), 197-217.
  • Ang, S. y Cummings, L. L. (1997). Strategic response to institutional influences onInformation Systems Outsourcing. Organization Science., 8(3), 235-256.
  • Ang, S. y Straub, D. (1998). Production and transaction economies and IS Outsour-cing: A study of the U.S. Bank Industry. MIS Quarterly., 22(4), 535-552.
  • Bahli, B. y Rivard, S. (2000). Information Technology Outsourcing Risks: Conceptuali-zation and Measurement. ASAC-IFSAM 2000 Conference Proceedings.
  • Bahli, B. y Rivard, S. (2002). A Validation of Measures Associated with the Risk Fac-tors in Information Technology Outsourcing. In Proceedings of the 36th HawaiiInternational Conference on Systems Sciences (HICSS'03).
  • Bahli, B. y Rivard, S. (2005). Validating measures of Information Technology Out-sourcing risks factors. Omega., 33(2), 175-187.
  • Baldwing, L. P., Irani, Z. y Love, P. (2001). Outsourcing Information Systems: Dra-wing lessons from a banking case study. European Journal of Information Systems., 10(1), 15-24.
  • Barthélemy, J. (2001). The hidden cost of IT Outsourcing. MIT Sloan ManagementReview., 42(3), 60-69.
  • Bartlett, M. S. (1950). Tests of significance in factor analysis. British Journal of Statis-tical Psychology, 3(2), 77-85.
  • Brege, S., Brehmer, P. y Lindskog, H. (2010). Sourcing, insourcing and two timesoutsourcing. Four phases of procurement of telecommunications services withinthe Swedish public sector. Strategic Outsourcing: An international Journal, 3(2), 144-162.
  • Brooks, N. (2006). Understanding IT Outsourcing and its potential effects on IT wor-kers and their environment. The Journal of Computer Information Systems., 46(4), 46-53.
  • Capaldo, G., Raffa, M. y Zollo, G. (1995). Factors influencing successful imple-mentation in computer based technologies in knowledge-intensive activities. Information Resources Management Journal., 8(4), 29-37.
  • Carmel, E. y Agarwal, R. (2002). The maturation of Offshore Sourcing of InformationTechnology Work. MIS Quarterly Executive., 1(2), 65-77.
  • Casadesus, M. y Karapetrovic, S. (2005). Has ISO 9000 lost some of its lustre? Alongitudinal impact study. International Journal of Operations and ProductionManagement, 25(6), 580-596.
  • Clark, T. D., Zmud, R. W. y McCray, G. E. (1995). The Outsourcing of Information Ser-vices: Transforming the nature of business in the information industry. Journal of Information Technology, 10, 221-237.
  • Claver, E., Gonzalez, R., Gasco, J. y Llopis, J. (2003). Outsourcing informático: razones, reticencias y factores de éxito en las universidades públicas españolas. RevistaEuropea de Dirección y Economía de la Empresa., 12(4), 87-100.
  • Corbett, M. F. (1994). Outsourcing and the new IT executive. A trends report. Information Systems Management., 11(4), 19-22.
  • Cox, M., Roberts, M. y Walton, J. (2011). Motivations for IT Outsourcing in Public Sector Local Government. Toronto, Canada: Proceedings of the 2nd InternationalConference on Information Management and Evaluation.
  • Dibbern, J., Goles, T., Hirschheim, R. y Jayatilaka, B. (2004). Information SystemsOutsourcing: A survey and analysis of the literature. Database for Advances inInformation Systems., 35(4), 6-102.
  • Earl, M. J. (1996). The risk of Outsourcing IT. Sloan Management Review., 37(3), 26-32.
  • Fan, Z.-P., Suo, W.-L. y Feng, B. (2012). Identifying risks factors of IT outsourcing usinginterdependent information: An extended DEMATEL method. Expert Systemswith Applications., 39(3), 3832-3840.
  • Gandhi, S. J., Gorod, A. y Sauser, B. (2012). Prioritization of outsourcing risks froma systemic perspective. Strategic Outsourcing: An International Journal., 5(1), 39-71.
  • Gonzalez, R., Gasco, J. y Llopis, J. (2005a). Information Systems Outsourcing reasonsin the largest Spanish firms. International Journal of Information Management., 25(2), 117-136.
  • Gonzalez, R., Gasco, J. y Llopis, J. (2005b). Information systems outsourcing risks: Astudy of large firms. Industrial Management & Data Systems, 105(1), 45-62.
  • Gonzalez, R., Gasco, J. y Llopis, J. (2010). Information Systems Outsourcing reasonsand risks: A new assessment. Industrial Managemwent & Data Systems., 110(2), 284-303.
  • Gonzalez, R., Gasco, J. y Llopis, J. (2015). Outsourcing de Sistemas de Información:situación actual, evolución y tendencias. Investigaciones Europeas de Direccióny Economía de la Empresa, http://dx.doi.org/10.1016/j.iedee.2014.06.002 (enprensa)
  • Gorla, N. y Somers, T. M. (2014). The impact of IT outsourcing on information systemssuccess. Information & Management., 51(3), 320-335.
  • Grover, V., Cheon, M. J. y Teng, T. C. (1994). A descriptive study on the Outsourcing of Information systems functions. Information & Management., 27(1), 33-44.
  • Grover, V., Cheon, M. J. y Teng, T. C. (1996). The effect of service quality and partners-hip on the Outsourcing of Information systems functions. Journal of ManagementInformation Systems., 12(4), 89-116.
  • Grover, V. y Teng, J. T. C. (1993). The decision to Outsource Information Systemsfunctions. Journal of Systems Management., 44(11), 34-38.
  • Gupta, G. y Gupta, H. (1992). Outsourcing the IS function. Is it necessary for yourorganization? Information Systems Management., 9(3), 44-50.
  • Harland, Ch., Knight, L., Lamming, R. y Walker, H. (2005). Outsourcing: Assessing therisks and benefits for organisations, sectors and nations. International Journal ofOperations & Production Management., 25(9), 831-850.
  • Hayes, D. C., Hunton, J. E. y Reck, J. J. (2000). Information Systems Outsourcingannouncements: Investigating the impact on the market value of contract-granting firms. Journal of Information Systems., 14(2), 109-125.
  • Hurst, I. y Hanessian, B. G. (1995). Navigating IT channels: Integrate or outsource?The McKinsey Quarterly, (3), 103-110.
  • Jain, R. K. y Natarajan, R. (2011). Factors Influencing Outsourcing decisions: A study of the banking sector in India. Strategic Outsourcing: An International Journal., 4(3), 294-322.
  • Jurison, J. (1995). The role of risk and return in Information Technology Outsourcingdecisions. Journal of Information Technology., 10(4), 239-247.
  • Ketler, K. y Walstrom, J. (1993). The outsourcing decision. International Journal ofInformation Management., 13(6), 449-459.
  • Kotlarsky, J. y Willcocks, L. (2012). Special issue on global sourcing of business andIT services. Journal of Information Technology Teaching Cases., 2, 57-60.
  • KPMG (2013). State of the outsourcing Industry 2013. Executive Findings. Internet document [consultado 12 Dic 2013]. Disponible en: http://www.kpmginstitutes.com/shared-services-outsourcing-institute/insights/2013/pdf/state-of-outsourcing-2013-exec-findings-hfs.pdf
  • Lacity, M. y Hirschheim, R. (1993a). Implementing Information Systems Out-sourcing: Key issues and experiences of an early adopter. Journal of GeneralManagement., 19(1), 17-31.
  • Lacity, M. y Hirschheim, R. (1993b). The information systems outsourcing Bandwa-gon. Sloan Management Review, 35(1), 73-86.
  • Lacity, M., Hirschheim, R. y Willcocks, L. (1994). Realizing Outsourcing expectations. Incredible expectations, credible outcomes. Information Systems Management., 11(4), 7-18.
  • Lee, J-N. (2001). The impact of knowledge sharing, organizational capability andpartnership quality on IS outsourcing success. Information & Management., 38(5), 323-335.
  • Nakatsu, R. T. y Iacovou, Ch. L. (2009). A comparative study of important risks fac-tors involved in offshore and domestic outsourcing of software developmentprojects: A two-panel Delphi study. Information & Management., 46(1), 57-68.
  • Ngwenyama, O. K. y Sullivan, W. E. (2007). Outsourcing contracts as instruments of risks management. Insights from two successful public contracts. Journal of Enterprise Information Management., 20(6), 615-640.
  • Ma, Q., Pearson, J. M. y Tadisina, S. (2005). An exploratory study into factors of ser-vice quality for application service providers. Information & Management., 42(4), 1067-1080.
  • Malhotra, A., Gosain, S. y el Sawy, O. (2005). Absorptive capacity configurations insupply chains: Gearing for partner-enabled market knowledge creation. MISQuarterly., 29(1), 145-187.
  • Martinsons, M. G. (1993). Outsourcing Information Systems: A strategic partnershipwith risk. Long Range Planning., 26(3), 18-25.
  • McFarlan, F. W. y Nolan, R. L. (1995). How to manage an IT Outsourcing alliance. Sloan Management Review., 36(2), 8-23.
  • McLellan, K., Marcolin, B. y Beamish, P. (1995). Financial and Strategic Moti-vations behind IS Outsourcing. Journal of Information Technology., 10(4), 299-321.
  • Mojsilović, A., Ray, B., Lawrence, R. y Takriti, S. (2007). A logistic regression frame-work for Information Technology Outsourcing lifecycle management. Computers& Operations Research., 34(12), 3609-3627.
  • Olson, D. L. (2007). Evaluation of ERP Outsourcing. Computers & Operations Research., 34(12), 3715-3724.
  • Poppo, L. y Zenger, T. (1998). Testing alternative theories of the firm: Transaction cost, knowledge-based, and measurement explanations for make-or-buydecisions in information services. Strategic Management Journal., 19(9), 853-877.
  • Palvia, P. C. (1995). A dialectic view of Information Systems Outsourcing: Pros andcons. Information & Management., 29(5), 265-275.
  • Shi, Z. (2010). The role of IS architecture planning in Enhancing IS Outsourcing'sImpact on IS Performance: Its antecedents and an empirical test. Journal ofEnterprise Information Management., 23(4), 439-465.
  • Shi, Z., Kunnathur, A. S. y Ragu-Nathan, T. S. (2005). IS Outsourcing managementcompetence dimensions: Instrument development and relationship exploration. Information & Management., 42(6), 901-919.
  • Slaughter, S. y Ang, S. (1996). Employment Outsourcing in Information Systems. Communications of the ACM., 39(7), 47-54.
  • Smith, M. A., Mitra, S. y Narasimhan, S. (1998). Information Systems Outsourcing:A study of pre-event firm characteristics. Journal of Management InformationSystems., 15(2), 61-93.
  • Solera E. (2011). Las compañías españolas buscan un aliado flexible. Cinco Días.2/10/2011.
  • Suhaimi, M. A., Husssin, H. y Mustaffa, M. (2007). Information Systems Outsour-cing. Motivations and the implementation strategy in a Malaysian bank. BusinessProcess Management Journal., 13(5), 644-661.
  • Sullivan, W. y Ngwenyama, O. K. (2005). How are public sector organizations mana-ging IS outsourcing risks? An analysis of outsourcing guidelines from threejurisdictions. The Journal of Computer Information Systems., 45(3), 73-87.
  • Walden, E. A. y Hoffman, J. J. (2007). Organizational form, incentives and the mana-gement of Information Technology. Opening the black box of Outsourcing. Computers & Operations Research., 34(12), 3575-3591.
  • Willcocks, L. P., Lacity, M. C. y Kern, T. (1999). Risk Mitigation in IT Outsourcing stra-tegy revisited: Longitudinal case research at LISA. Journal of Strategic InformationSystems., 8(3), 285-314.
  • Willcocks, L. P., Feeny, D. y Olson, N. (2006). Implementing core IS capabilities:Feeny-Willcocks IT governance and management framework revisited. EuropeanManagement Journal., 24(1), 28-37.
  • Yang, D.-H., Kim, S., Nam, Ch. y Min, J.-W. (2007). Developing a decision modelfor business process outsourcing. Computers and Operations Research., 34(2), 3769-3778.
  • ZDNet (2007). 87% of Outsourcing Buyers to Continue Outsourcing, InternetDocument [consultado 9 Ene 2008]. http://blogs.zdnet.com/ITFacts/index.php?cat=29.