This thesis answers the research question: How do corporate social and environmental responsibilities (CSER) affect global IT outsourcing (GITO)? In answering this question we identified seven key trends that are directing CSER in GITO. We found that CSER in outsourcing is new and relevant, with growing interest from outsourcing providers and buyers. CSER will be driven by consumer concerns and employee expectations, which are particularly relevant for outsourcing buyers with a consumer oriented product or service, such as banks or retail organisations. The need to attract and retain employees will increase the need for CSER at outsource providers. Similarly, CSER is important to an organisation's brand reputation with consumers, employees and other stakeholders such as investors. Within CSER, environmental topics are a growing issue: the need to reduce power consumption and thereby reduce greenhouse gas (GHG) emissions from carbon-based power production. We learned of 'green-washing', the need to be suspicious of CSER claims that cannot be fully validated. This led us, and others, to suggest that due diligence is required to counter possible in-authentic CSER by GITO providers. As a method of validating CSER claims, we propose using global standards such as the Global Reporting Initiative and ISO 26000 when examining CSER at outsource providers. We examined CSER from a strategic perspective, to understand if CSER provides a long-term advantage to outsource providers. Directed by the research data and theoretical frameworks, we proposed a model of strategic and responsive CSER suggested by Porter and Kramer (2006). Responsive CSER describes the set of basic requirements that have become 'table-stakes' for GITO providers. Strategic CSER distinguishes outsource providers by providing long-term benefits that are not easily copied by competitors. By applying the strategic/responsive CSER model for GITO in a case study we developed a model that provides guidance to outsource buyers and their providers on when and how to share and collaborate on CSER projects. The key contribution of this research is a model that describes the characteristics for buyers and providers to collaborate on CSER projects to build trust in the outsourcing relationship and to create shared benefits for both parties and to society or the environment. This research applies the Porter and Kramer model to an outsourcing relationship to understand how CSER can be used to improve GITO.

Many information technology (IT) outsourcing initiatives fail, resulting in a high impact on business results and customer satisfaction. Without effective strategies, business leaders who outsource their IT services are at considerable risk of failure and stakeholder dissatisfaction. The purpose of this multiple case study was to explore outsourcing strategies that IT managers in Southern Ontario, Canada, used to ensure customer satisfaction. Participants included 9 executives with experience in complex IT outsourcing initiatives. Stakeholder theory and transaction cost economics theory were the conceptual frameworks for the study. Data were gathered using semistructured interviews to query 8 topical areas including IT outsourcing reasons, challenges, and successful solutions. Data analysis using thematic analysis revealed 4 themes: strategic intent for outsourcing, applicable frameworks, risk awareness, and partnership strategies. Key findings included the importance of clients’ and suppliers’ focus on deal principles, innovation, and work-collaboration strategies to enhance performance and customer satisfaction. Information technology managers’ application of the findings of this study may improve business success and contribute to positive social change by revitalizing the clients’ and suppliers’ economies to create job opportunities and improve the quality of lives of employees and their communities.