The current IT manpower outsourcing business growing soon, this is a case study of a electronic corporate IT department, and understand the current status of IT specialists dispatching and outsourcing in IT department. The main study is Dispatching and Outsourcing IT specialists, in order to explore the work motivation of IT specialists engage in the dispatching and outsourcing job, and the issue and effect in IT departments. Conclusions of this study would like to provide a reference to the IT department of related industries for the application of outsourcing, The main conclusions of the study are as follows: 1. The working motivation of IT specialists mostly based on personal career planning. And the feeling of fairness of the dispatching job and psychological contract breach about transferred to regular works would reduce the IT specialists¡¦ working motivation. 2. IT specialists engaged in outsourcing job were mostly in line with the company's business services, when they got low organization support and coun¡¦t fill the psychological need about ability to be recognized, the working motivation would be reduced. 3. For the long term, IT department hired dispatching IT specialists for saving HR cost, and reach the target in current organization. 4. Based on professional recognition, IT specialists were maladaptive in the human dispatching system that was low unique and value, and companies hired dispatching workers with cognitive bias would cause IT specialists to feel unfair, and created many issues. 5. IT department hired dispatching and outsourcing IT specialists to excute software project, but the requirement change was out of control caused the project scope extended without limitation, schedule delayed and cost raised.

Abstract The economic activities between Taiwan and China have increased substantially in the last few years and many companies are now investing in China. This creates a great need for Taiwanese IT specialists to work in China. This study investigates the issues encountered by those specialists. The result shows that great cultural differences exist between Taiwanese and Chinese IT specialists. Furthermore, these differences lead to problems in mutual trust, work ethics, and values. As a result, to be successful in China, Taiwanese IT specialists are required to possess, in addition to IT know-how, a variety of knowledge in other domains such as finance and human resource management. Furthermore, while they typically encounter greater challenges in China than they normally do in Taiwan, they can also have a better sense of achievement at the same time. Finally, other issues such as leisure, personal safety, family support, and the desire for self-growth are important concerns of Taiwanese IT specialists who must work in Taiwan.

Purpose: The purpose of this study is to explore the role of IT specialists in systems integration during M&A processes including the issues faced during the process and provide suggestions based on experience from top management staff and IT specialists about improving the merger-IT integration process. Methods: In-depth interviews with open-ended questions were conducted on ten individuals belonging to the senior management of the companies under the study. The collected data were transcribed and analyzed and coded using qualitative thematic analysis to derive categories and themes. Results: The analysis resulted in 5 themes and 14 categories from a total of 39 codes. The analysis revealed the implications of "Underestimating the importance of IT" and analyzed the "Preferred IT integration approach" methods followed by the participants. The coded data also revealed the "Perception of management toward including IT and IT experts" and the “Issues faced in the M&A process due to the delay/non-involvement of IT experts". The results of the analysis conclude with the "Perceptions of managers toward the timing of IT integration" and suggestions from the participants based on their experiences. Conclusion: The five themes obtained from the qualitative thematic analysis from the interviews of ten participants suggest that IT and IT specialists were a necessary and core function of the M&A process. The analysis also recommends senior management responsible for the merger or acquisition engage IT, specialists, during the early stages of the process to enable better IT integration and follow a centralized approach towards merging the IT systems.