Information systems development (ISD) project management involves planning, organizing resources, measuring and controlling progress against plans with an overall goal of achieving a set of project objectives, including schedule, cost, and quality. The purpose of project control is to provide an understanding of project¡¦s progress so that appropriate corrective actions can be taken when the project¡¦s performance deviates significantly from the plan. Because the management of ISD is nonroutine and difficult, it provides a classic example of the issues associated with structuring control mechanisms for complex tasks. For the rapid development of information technology and the quick change of environment, companies are increasingly outsourcing all or part of their IS activities, including IS development. Become a partnership of strategic alliance between the client and the vendor is the trend of IS outsourcing activities. The truly critical success factors associated with successful outsourcing are those associated with vendor governance. An important aspect of this governance is how the client exercise control over the vendor. Outsourced ISD projects pose unique problems that make the task of controlling them particularly challenging. This research views control broadly, in a behavioral sense. The behavioral view of control implies that the controller uses certain devices, or control mechanisms, to promote desired behavior by the controllee. These control mechanisms help implement control modes, which may broadly be divided into formal controls and informal controls. Two types of formal controls have been commonly considered in prior literature, including outcome control and behavior control. Informal controls are also of two types: clan control and self-control. This study employs control theory to establish the research model, and examines the factors influencing the choice of control modes, the dynamics of control, and evolution of portfolio of controls over the duration of outsourced ISD projects. The differences between the internal ISD and the outsourced IS projects are also examined. Drawing from the case study, it concludes that some findings from research on control of internal ISD projects apply to the outsourced context as well, but with some interesting differences¡G (1)At the choice of formal controls, there is no distinction between the internal ISD and the outsourced ISD projects. (2)At the choice of informal controls, there is obvious distinction between the internal ISD and the outsourced ISD projects. (3)In a strategic alliance context, it is expected that informal controls could be exercised in the outsourced ISD projects, as well as in the internal ISD projects. The degree of informal controls could be exercised is determined by the role expectations and the long-term cooperation between the client firms and the vendors.

In recent years, people have paid much attention to IS functions outsourcing in organizations. Outsourcing of information system (IS) functions is growing rapidly. Most of the researchers draw on the resource-dependence theory, transaction-cost theory, and agent cost theory to conduct their studies from the economic viewpoint. Economic theories aim at explaining the characteristics of governance or contract. However, explaining the relationship between organizations from a purely economic point of view is unjustifiable because inter-organizational relationships also involve the social learning experiences based on specific sequential interactions. While IS outsourcing can generally be divided into three stages, such as evaluation stage before outsourcing, outsourcing on-going stage, and outsourcing ending stage. The purpose of this study, departing from the social viewpoint, intends to use the social theories to investigate the affecting factors of outsourcing partnerships between firm and the IS functions outsourcing service providers in the outsourcing on-going stage. This study employs social exchange theory to establish the research model. In addition, the triangulation research method is also adopted to verify the research model. First of all, the research model derived from social exchange theory has been revised according to the result of multiple-case deeply interview. Then, the survey research is included to verify the revised research model and test the 12 hypotheses. Finally, among these 12 hypotheses, 11 of them are supported statistically significant and one hypothesis was rejected. The main contribution of this study to academia is to provide a research model of the IS functions outsourcing partnerships to the future researchers who are interested in this domain. Besides, practically speaking, the firm can also adopt the study outcome to ensure the success of the IS functions outsourcing.

In this thesis, a public IS outsourcing case in Turkey is examined. The case is selected because of its unique characteristics that differentiate it from the other cases studied in the literature. The aim of this study is to understand the success factors in public IS outsourcing and to reveal which ones were applied in this specific case.

The content of the thesis is a complex overview of development of ICT used in accounting since its beginning to the present. The thesis is devided into four chapters: General accounting forms and techniques and their development, Impacts of ICT on accounting, Modern approaches of accounting and Possible ways of further development.

In this thesis, the relations between information systems outsourcing success measures and strategic and financial drivers are investigated. After a study of the relevant literature, 14 organizations that belong to four different categories are investigated in terms of IS outsourcing. These categories are: IS vendors, IS outsourcers, firms that both procure and supply IS services, and IS system integrators. Thus, the subject matter is studied from both customers&#039 / and vendors&#039 / points of view. The investigation is realized in three steps: First, general questions were posed in order to gather the characteristics of organizations, then, questionnaires were conducted, and finally, financial data documents were prepared according to the type of the organization. The results show that the number of relations between strategic drivers and information systems outsourcing success measures are more than the number of relations between financial drivers and information systems outsourcing success measures. Besides, strategic drivers influence each of the information system outsourcing success measures, whereas financial drivers affect only two of them.

This thesis reviews the software acquisition models and management tools used for managing, tracking and planning the acquisition projects all around the world. Then the requirements of Turkish Land Forces Command (TLFC) for a project management tool are considered. Features of a project management tool that is suitable for TLFC are determined through the ideas of TLFC personnel of IS department. After evaluation of selected tools through the requirements of TLFC the best one is presented. Then an interface module is developed through the requirements of the current acquisition process of TLFC for effective usage of the tool. Finally the study is evaluated.

<p>This thesis has its point of departure in the identified knowledge gap, which includes the importance of the information systems (IS) outsourcing relationship for studying the success of IS outsourcing. This research study, therefore, is structured with the belief that the disregard of the client-IS supplier relationship when studying IS outsourcing is paradoxical. Paradoxical since the impact of the relationship on the overall IS outsourcing can make the difference between success, less success and even failure. In contrast to the majority of prior research, which has focused IS outsourcing in its entirety, this research study percieves IS outsourcing as a process. Because prior research shows that the success or failure of IS outsourcing is connected to its implementation, this thesis focuses the post-contract stage of the IS outsourcing.</p><p>The purpose chosen and addressed is to develop a conceptual framework for describing and explaining the degree of successful outcome of the IS outsourcing process using a relationship perspective. To approach this purpose, a literature review study is conducted. The literature review study includes the integration of three theoretical fields: IS, interorganisational business relationships and IS outsourcing. The knowledge domains of particular interest are 'strategies, approaches and frameworks for the IS life cycle', 'the interaction approach' and 'IS outsourcing success'.</p><p>The purpose is focused through the identification of key conditions, dimensions and interrelations among dimensions. These identified elements, constituting the core elements of the conceptual framework, are a result of the conducted literature review study. The key conditions are identified according to their influence on the degree of successful outcome of the IS outsourcing process from a relationship perspective. Due to the large amount of key conditions identified, they are categorised into nine dimensions: Atmosphere, Behaviour, Contract, Environment, Interatction, IS, Management, Organisation and Outcome. The identified interrelations among these dimensions are fruitful since they provide insights and a favourable point of departure for studying the degree of successful outcome of IS outsourcing processes.</p><p>The main contribution of this thesis is the conceptual framework for the IS outsourcing process. The key conditions, dimensions and interrelations constitute the conceptual framework as a result of their potential for describing and explaining the degree of successful outcome of the IS outsourcing process from a relationship perspective. The application of the conceptual framework provides managers with core elements to be considered during IS outsourcing decision-making and subsequent design of IS outsourcing. Its usage, moreover, is believed to support managers during the operationalisation of the post-contract stage of IS outsourcing processes. Finally, the conceptual framework is a fruitful 'tool' for future empirical research. Fruitful in the sense that it can provide useful and important insights into how different key conditions infuence the degree of successful outcome of IS outsourcing processes and how these key conditions are interrelated.</p>

This thesis has its point of departure in the identified knowledge gap, which includes the importance of the information systems (IS) outsourcing relationship for studying the success of IS outsourcing. This research study, therefore, is structured with the belief that the disregard of the client-IS supplier relationship when studying IS outsourcing is paradoxical. Paradoxical since the impact of the relationship on the overall IS outsourcing can make the difference between success, less success and even failure. In contrast to the majority of prior research, which has focused IS outsourcing in its entirety, this research study percieves IS outsourcing as a process. Because prior research shows that the success or failure of IS outsourcing is connected to its implementation, this thesis focuses the post-contract stage of the IS outsourcing. The purpose chosen and addressed is to develop a conceptual framework for describing and explaining the degree of successful outcome of the IS outsourcing process using a relationship perspective. To approach this purpose, a literature review study is conducted. The literature review study includes the integration of three theoretical fields: IS, interorganisational business relationships and IS outsourcing. The knowledge domains of particular interest are 'strategies, approaches and frameworks for the IS life cycle', 'the interaction approach' and 'IS outsourcing success'. The purpose is focused through the identification of key conditions, dimensions and interrelations among dimensions. These identified elements, constituting the core elements of the conceptual framework, are a result of the conducted literature review study. The key conditions are identified according to their influence on the degree of successful outcome of the IS outsourcing process from a relationship perspective. Due to the large amount of key conditions identified, they are categorised into nine dimensions: Atmosphere, Behaviour, Contract, Environment, Interatction, IS, Management, Organisation and Outcome. The identified interrelations among these dimensions are fruitful since they provide insights and a favourable point of departure for studying the degree of successful outcome of IS outsourcing processes. The main contribution of this thesis is the conceptual framework for the IS outsourcing process. The key conditions, dimensions and interrelations constitute the conceptual framework as a result of their potential for describing and explaining the degree of successful outcome of the IS outsourcing process from a relationship perspective. The application of the conceptual framework provides managers with core elements to be considered during IS outsourcing decision-making and subsequent design of IS outsourcing. Its usage, moreover, is believed to support managers during the operationalisation of the post-contract stage of IS outsourcing processes. Finally, the conceptual framework is a fruitful 'tool' for future empirical research. Fruitful in the sense that it can provide useful and important insights into how different key conditions infuence the degree of successful outcome of IS outsourcing processes and how these key conditions are interrelated.