Ho, Luke and ATKINS, Anthony (2008) Outsourcing Decision-Making. In: Electronic Government. ICI Global, pp. 1177-1205.Full text not available from this repository.
Abstract or description
In recent years, outsourcing deals have increased in number and the strategic importance of the decision-making process has correspondingly increased. This chapter reviews various strategic frameworks that practitioners have attempted to develop for outsourcing decision-making and highlights the differences between proposed theories and current practice. While outsourcing decision-making is multi-faceted in nature, the frameworks reviewed appear to be largely mono-faceted in coverage, which indicates potential inadequacies in existing capabilities. The chapter proposes a framework to address such inadequacies by means of a tri-perspective approach, which extends the decision-making process to take into consideration issues from multiple domains. The proposed framework highlights a wide variety ofissues, ranging from the need to maintain internal expertise, to how national legislations can enforce unique constraints on the outsourcing decision-making process. The framework also attempts to provide a multi-perspective approach, which is required of current outsourcing decision-making practices, to enable both quantitative measurements and qualitative articulations.
|Item Type:||Book Chapter or Section|
|Subjects:||G500 Information Systems|
|Faculty:||Faculty of Computing, Engineering and Sciences > Computing|
|Depositing User:||Anthony ATKINS|
|Date Deposited:||08 May 2013 15:29|
|Last Modified:||17 May 2013 10:05|
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