Implementing Core IS Capabilities:
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Leverage (statistics)
Consolidation
Core competency
Succession Planning
Implementation
Preface Acknowledgments Chapter 1. Why Outsource Technology? Chapter 2. Assessing the Library's Environment Chapter 3. Outsourcing Relationships Chapter 4. Outsourcing Software Chapter 5. Outsourcing Tech Support Chapter 6. Outsourcing Web Development and Design Chapter 7. Outsourcing Tech Training Chapter 8. Outsourcing Security Chapter 9. Consultants and Outsourcing IT Knowledge Chapter 10. Innovative Outsourcing Chapter 11. Learning from Outsourcing About the Author Index
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The outsourcing of information systems has grown as an accepted business trend, with several reasons being cited for considering IS outsourcing. However, there is evidence that IS outsourcing threats may impact negatively on the initial intent to outsource, as well as the success of an IS outsourcing arrangement. Managing successful IS outsourcing relationships is concerned with exploiting outsourcing opportunities and avoiding outsourcing threats. The aim of this paper is to share the findings of a systematic literature review on opportunities and threats pertinent to IS outsourcing. By considering and addressing IS outsourcing threats and opportunities, organisations may realise benefit across the whole IS outsourcing lifecycle in achieving their strategic intent to outsource.
Global information system
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Not all activities of internal value chain of enterprises can increase core competence. Thus, we can outsource non-core competence, logistics outsourcing can be one of all these. Enterprises can intensify their core competences through logistics outsourcing. In this essay, I will discuss the reasons、 benefits and risks of the logistics outsourcing and how to solve the problems appeared in the logistics outsourcing. On the basis of these, we must pay attention to the problems during the course of logistics outsourcing.
Core competency
Humanitarian Logistics
Value (mathematics)
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This study identifies factors affecting outsourcing decisions in Iranian industries. It explores how outsourcing decisions (type of outsourcing, level of outsourcing, reasons for outsourcing, and factors in outsourcing success) in firms from diverse industries, and of varying size, affect eventual outsourcing processes.
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Using two‐panel data sets on the operations of U.S. multinational firms abroad and the operations of foreign multinational firms in the United States, this article examines the empirical relationship between international trade and multinational activity. The evidence supports the conclusion that multinational activity and trade are complementary activities, particularly multinational activity and intrafirm trade. This empirical result is consistent with the theoretical reasons one might expect a complementary relationship between the two activities and is also robust to different approaches and specifications.
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In order to solve many businesses outsourcing decision problem, this paper proposes a new outsourcing decision method—three-stage outsourcing decision model. The first-stage constructs the outsourcing screening modes based on value creation to select the outsourcing collection from the angle of outsourcing companies. The second-stage identifies the outsourcing patterns of optional outsourcing businesses according to the finiteness of enterprise resources, linkage between business processes, the control cost and the risk of outsourcing. The third-stage puts forward outsourcing decision solutions according to the different patterns of businesses outsourcing decision problem. The innovation of this paper is that constructing the three-stage outsourcing decision model aimed at many businesses outsourcing decision problem. This paper finds that outsourcing decision in single outsourcing pattern is scheduling problem and outsourcing decision in packaged outsourcing pattern is combinatorial problem.
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Linkage (software)
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This paper measured the level of overall outsourcing,low-tech outsourcing,high-tech outsourcing、 and service outsourcing of our country’s 27 segments of manufacture,and set a dynamic labor demand model,then used one step diff-GMM method to test the employment effects of the manufacture’s overall outsourcing,low-tech outsourcing,high-tech outsourcing and service outsourcing.The result showed that: The overall outsourcing,low-tech outsourcing and high-tech outsourcing had restrain effects to employment;The level of low-tech outsourcing was similar to high-tech outsourcing,but it was more then twice its restrain effects;The scale of service outsourcing is small,had no effects to the manufacture’s employment.
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The current research indicates that selective outsourcing is still the norm, however, outsourcing are becoming more complex. There are many perceived and hidden benefits and risks of outsourcing. The current research covers Full In-sourcing, Selective Outsourcing and Full outsourcing. This article provides an overview of Selective outsourcing of IT Functions, further, it traces the evolution of outsourcing and discusses the enabling role of information technology in outsourcing. Additionally, the research talks about process, management, and benefits of selective outsourcing.
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Abstract Practicing managers often use the idea of core competence as one of the principal guidelines for making decisions about outsourcing. Managers of large corporations commonly support their outsourcing decisions with the familiar argument that ‘We keep core competences in‐house, and we outsource non‐core activities’. This paper questions the usefulness of the ‘non‐core competence’ concept for practical decision making. It reviews and discusses a comprehensive list of drivers for outsourcing decisions as well as the potential risks related to outsourcing initiatives. Instead of taking the simplistic ‘core or non‐core’ approach, the paper suggests a more creative way to evaluate a larger variety of competencies. The business contexts of four successful companies are described and several examples of their outsourcing/insourcing decisions are presented. Examples show that poor implementation undermines decisions that are based on even the most imaginative definition of competence structures. Successful outsourcing depends on managing the outsourcing relationship well after the decision is made. Copyright © 2002 John Wiley & Sons, Ltd.
Core competency
Insourcing
Argument (complex analysis)
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