Bakgrund: Svenska banker och försäkringsbolag spenderar stora summor och resurser på sina IT-system, vilka oftast sköts internt. IT-kostnaderna utgör för banker den näst största kostnadsposten i resultaträkningen och därmed utgör över 20 procent av den totala kostnadsmassan. Marginalerna inom bank och försäkringsbolag minskar i Sverige samtidigt som ITs komplexitet ökar med krav på integrering medgamla bank- och försäkringssystem. IT-outsourcing och joint venture med ett IT-företag är vanliga organiserings former och inget nytt fenomen i Finland inom bank och försäkringsbolag. IT-outsourcing har både för- och nackdelar. Syfte: Att beskriva och analysera begreppet outsourcing kopplat till hur aktörerna på den finansiella marknaden i Sverige hanterar och bör hantera sin IT-verksamhet. Metod: Vi har använt oss av en tvärsnittstudie och intervjuat de högsta ansvariga för IT inom bank och försäkring i Sverige och Finland. Vi har även intervjuat divisionschefer och IT-leverantörer på den nordiska marknaden. Resultat: IT är inte för banker och försäkringsbolag någon kärnkompetens och utgör heller ingen hög specifik tillgång och är därför lämplig för en viss sorts outsourcing. De flesta svenska banker har uppnått skalfördelar inom IT- drift, men försäkringsbolagen är inte lika kostnadseffektiva och har inte uppnått skalfördelar i samma utsträckning som bankerna. IT-driften är en standard tjänst som är lättare att specificera i kontrakt och därmed är en god kandidat för outsourcing. IT-förvaltning och utveckling ligger närmare bankernas och försäkringsbolagens kärnkompetens och bör inte outsourcas. Däremot utgör vissa delar inom IT-utveckling och förvaltning inget unikt värde och är i princip en standard för alla aktörer och kan därmed outsourcas. Detta förutsätter att företaget bygger en professionell inköpsorganisation som kan hantera problemet. Genom att IT-utvecklingen blir mer komplex är ett joint venture förhållande med ett IT-företag en bra lösning. Den finska IT- outsourcing marknaden skiljer sig från den svenska på grund av att svenska banker och försäkringsbolag är större än de finska motsvarigheterna och de svenska aktörerna tappade förtroendet för IT-outsourcing på grund av dåliga avtal under början av 90-talet. / Background: Swedish banks and insurance companies have spent considerable amounts of money and resourceson their IT-systems. IT-costs constitute the second largest cost after personal costs for banks, which mean over 20 percent of the total costs. The margins in banking and insurance industry are diminishing in Sweden, and at the same time they are facing more complex applications that have to be integrated into 30 years old IT-systems. IT- outsourcing and joint ventures are common in Finland, whereas Swedish banks and insurance companies have the IT-function in- house. IT-outsourcing is not a new phenomenon, and it has both advantages and disadvantages. Purpose: The purpose of this study is to investigate if IT-outsourcing is suitable for banks and insurance companies with a focus on the Swedish and Finnish market. Furthermore, analyses on which part of the IT-function is core and strategically important for banks and insurance companies, and which part of the IT-function is a standard procedure that does not create value. Method: The paper has been carried out as a survey and interviews with the IT- responsible and divisional heads from the biggest Swedish and Finnish banks and insurance companies. Results: IT-production is not a core competence nor high asset specificity for banks and insurance companies. Swedish banks have reached economic of scale in their IT-production, but insurance companies do not possess the high cost effectiveness that banks have in their IT-production. IT-production is a standard service and easy to specify in contracts, which have an effect on outsourcing decisions. Application management and development is near the core business and should not be outsourced. However, some parts in development are standard and could be outsourced if the company can build a good and competitive purchase organisation. Application development is such a complex matter and that is why joint venture with an IT-supplier will be preferred in the future. The Finnish IT-outsourcing market differs from the Swedish, because the Swedish companies have bigger IT-organisations, furthermore the Swedish IT- outsourcing market was destroyed in the beginning in the 90s. The bad experience in Sweden has led to loss of faith in IT-suppliers on the market, this has a large influence on outsourcing decisions.

<p>Bakgrund: Svenska banker och försäkringsbolag spenderar stora summor och resurser på sina IT-system, vilka oftast sköts internt. IT-kostnaderna utgör för banker den näst största kostnadsposten i resultaträkningen och därmed utgör över 20 procent av den totala kostnadsmassan. Marginalerna inom bank och försäkringsbolag minskar i Sverige samtidigt som ITs komplexitet ökar med krav på integrering medgamla bank- och försäkringssystem. IT-outsourcing och joint venture med ett IT-företag är vanliga organiserings former och inget nytt fenomen i Finland inom bank och försäkringsbolag. IT-outsourcing har både för- och nackdelar. </p><p>Syfte: Att beskriva och analysera begreppet outsourcing kopplat till hur aktörerna på den finansiella marknaden i Sverige hanterar och bör hantera sin IT-verksamhet. </p><p>Metod: Vi har använt oss av en tvärsnittstudie och intervjuat de högsta ansvariga för IT inom bank och försäkring i Sverige och Finland. Vi har även intervjuat divisionschefer och IT-leverantörer på den nordiska marknaden. </p><p>Resultat: IT är inte för banker och försäkringsbolag någon kärnkompetens och utgör heller ingen hög specifik tillgång och är därför lämplig för en viss sorts outsourcing. De flesta svenska banker har uppnått skalfördelar inom IT- drift, men försäkringsbolagen är inte lika kostnadseffektiva och har inte uppnått skalfördelar i samma utsträckning som bankerna. IT-driften är en standard tjänst som är lättare att specificera i kontrakt och därmed är en god kandidat för outsourcing. IT-förvaltning och utveckling ligger närmare bankernas och försäkringsbolagens kärnkompetens och bör inte outsourcas. Däremot utgör vissa delar inom IT-utveckling och förvaltning inget unikt värde och är i princip en standard för alla aktörer och kan därmed outsourcas. Detta förutsätter att företaget bygger en professionell inköpsorganisation som kan hantera problemet. Genom att IT-utvecklingen blir mer komplex är ett joint venture förhållande med ett IT-företag en bra lösning. Den finska IT- outsourcing marknaden skiljer sig från den svenska på grund av att svenska banker och försäkringsbolag är större än de finska motsvarigheterna och de svenska aktörerna tappade förtroendet för IT-outsourcing på grund av dåliga avtal under början av 90-talet.</p> / <p>Background: Swedish banks and insurance companies have spent considerable amounts of money and resourceson their IT-systems. IT-costs constitute the second largest cost after personal costs for banks, which mean over 20 percent of the total costs. The margins in banking and insurance industry are diminishing in Sweden, and at the same time they are facing more complex applications that have to be integrated into 30 years old IT-systems. IT- outsourcing and joint ventures are common in Finland, whereas Swedish banks and insurance companies have the IT-function in- house. IT-outsourcing is not a new phenomenon, and it has both advantages and disadvantages. </p><p>Purpose: The purpose of this study is to investigate if IT-outsourcing is suitable for banks and insurance companies with a focus on the Swedish and Finnish market. Furthermore, analyses on which part of the IT-function is core and strategically important for banks and insurance companies, and which part of the IT-function is a standard procedure that does not create value. </p><p>Method: The paper has been carried out as a survey and interviews with the IT- responsible and divisional heads from the biggest Swedish and Finnish banks and insurance companies. </p><p>Results: IT-production is not a core competence nor high asset specificity for banks and insurance companies. Swedish banks have reached economic of scale in their IT-production, but insurance companies do not possess the high cost effectiveness that banks have in their IT-production. IT-production is a standard service and easy to specify in contracts, which have an effect on outsourcing decisions. Application management and development is near the core business and should not be outsourced. However, some parts in development are standard and could be outsourced if the company can build a good and competitive purchase organisation. Application development is such a complex matter and that is why joint venture with an IT-supplier will be preferred in the future. The Finnish IT-outsourcing market differs from the Swedish, because the Swedish companies have bigger IT-organisations, furthermore the Swedish IT- outsourcing market was destroyed in the beginning in the 90s. The bad experience in Sweden has led to loss of faith in IT-suppliers on the market, this has a large influence on outsourcing decisions.</p>

IT outsourcing is a phenomenon, which popularity among companies is growing all around the world in recent years. The study reviews a variety of IT outsourcing definitions and researches performed in the past in Lithuania. It also explores current tendencies in the field of IT outsourcing. This study seeks to gain information about IT outsourcing trends, risks and reasons in Lithuania. The research explores IT services, which are outsourced in Lithuanian and foreign capital companies and identify the most popular outsourced services as well as most promising services for growth. It also explores what are the most important reasons for outsourcing IT functions between Lithuanian and foreign companies in Lithuania. Furthermore the evaluation of IT outsourcing risks and their importance is performed. / IT užsakomųjų paslaugų pirkimo iš išorės tiekėjų populiarumo didėjimas pastebimas visame pasaulyje. Šiame darbe siekiama išanalizuoti IT užsakomųjų paslaugų sąvokos apibrėžimus bei praeityje atliktų tyrimų rezultatus. Taip pat aprašyti dabartines tendencijas šioje srityje. Darbe tiriami IT užsakomųjų paslaugų pirkimo panašumai ir skirtumai tarp Lietuvos ir užsienio kompanijų veikiančių Lietuvoje. Darbe siekiama nustatyti, kurios IT funkcijos yra labiausiai perkamos iš išorės tiekėjų. Tyrime taip pat vertinamos IT užsakomųjų paslaugų pirkimo priežastys, kurios labiausiai įtakoja strategijos pirkti iš išorės pasirinkimą. Taip pat darbe yra tiriamos rizikos, su kuriomis susiduria kompanijos, pirkdamos šias paslaugas. Siekiama išsiaiškinti, kurios rizikos yra vertinamos kaip pačios svarbiausios priimant sprendimą pirkti paslaugas iš išorės.

Submitted by Ana Maria Fiscina Sampaio (fiscina@bahia.fiocruz.br) on 2013-12-03T17:54:38Z No. of bitstreams: 1 Rui Manuel Laranjeira Terceirizaçao ... 2012.pdf: 1564442 bytes, checksum: d70b40790a1fd1bf4e8adf7218792c91 (MD5) / Made available in DSpace on 2013-12-03T17:54:38Z (GMT). No. of bitstreams: 1 Rui Manuel Laranjeira Terceirizaçao ... 2012.pdf: 1564442 bytes, checksum: d70b40790a1fd1bf4e8adf7218792c91 (MD5) Previous issue date: 2012 / Universidade Federal da Bahia. Escola de Administração. Salvador, BA, Brasil / A difusão da terceirização de projetos de desenvolvimento de software nas organizações acarretou em dúvidas com relação a quais projetos podem ser terceirizados e quais devem ser desenvolvidos com equipe interna, pois os projetos críticos devem responder a vários requisitos, como: garantia de sigilo, qualidade, prazo, dentre outros, e que também podem não ser totalmente atendidos com a terceirização. O presente trabalho se posiciona neste cenário e nas diferentes formas de se trabalhar a terceirização nas organizações, mais especificamente na área de desenvolvimento de software, tendo como objetivo identificar como este processo de terceirização de TI influencia na utilização dos modelos de contratação de serviços. Foi realizado um estudo de caso envolvendo uma das Unidades da FIOCRUZ. A coleta de dados foi realizada com o gerente de TI da Unidade pesquisada, através de entrevista semiestruturada e com os restantes membros da equipe de desenvolvimento através de um questionário online. De acordo com os resultados obtidos, verificou-se que um processo de terceirização de desenvolvimento de software mais bem estruturado pode influenciar na utilização de um modelo de contratação mais avançado. Ao longo das etapas que compõem o processo de terceirização, observaram-se algumas características que podem exercer de forma mais clara essa influência, como: os objetivos a serem alcançados através da terceirização, os critérios utilizados na escolha do fornecedor, a forma de transição dos serviços e a utilização de métodos de gerenciamento. Constatou-se que a utilização de um modelo de contratação também poderá influenciar a forma como o processo de terceirização é desenvolvido, exigindo ou não uma maior formalização e organização.

Idag är IT en grundförutsättning för att företag och organisationer ska kunna behålla och utveckla sin verksamhet och sina affärer. Om en verksamhet av någon anledning inte har kompetensen, resurserna eller viljan att fokusera på IT kan dessa verksamheter istället välja att outsourca dessa aktiviteter på en extern leverantör. Enligt konsultföretaget Tieto (2013) kommer outsourcingen av IT i den offentliga sektorn att öka samtidigt som det finns relativt lite forskning idag kring just detta. Syftet med studien är identifiera och beskriva kritiska framgångsfaktorer vid outsourcing av IT när en offentlig organisation outsourcar till en privat leverantör. Kritiska framgångsfaktorer är här ett stöd för bättre beslutsunderlag och en tydligare målstyrning. Studien har genomförts via ett kvalitativt angreppssätt på respondenter från både offentliga organisationer samt privata leverantörer. Litteraturgenomgången har resulterat i en analysmodell som har använts som underlag under studien. Studien visar att när en offentlig organisation ska outsourca IT till en privat leverantör är det först och främst viktigt att den offentliga organisationen gör en förstudie på sin egen organisation. Här kan det vara bra att låta en utomstående organisation göra en granskning av den. Båda parter måste veta de juridiska implikationer som en outsourcing innebär och har du inte den kunskapen bör den skaffas via exempelvis konsulter. Var också noga med att välja de personer som kommer vara ansvariga för relationerna. Dessa personer ska vara kommunikativa och väl insatta i verksamheten. Sätt gemensamma mål och visioner med din partner för att båda ska bli engagerade i samarbetet. Skriv också avtal där det går att göra justeringar efter hur omvärlden förändras. Allt detta måste också vara tydligt beskrivet i avtalet för att undvika missförstånd.

The dissertation is a case study focusing on supplier development (SD) practices of SMEs in information technology outsourcing (ITO) sector. From the dyadic perspective, the research explored three key issues: (1) supplier development activities of SME firms in ITO sector, (2) the role of supplier willingness in supplier selection and development process and (3) the motivations of suppliers to participate in the SD programs with the client. The results from this case study contribute to the knowledge in SME supplier development practices and client-supplier relationship management. Specifically, the contribution is explored from the ITO sector, with respect to the influence of supplier willingness in SME supplier selection, SD practice in ITO sector and the motivations of suppliers to participate in such activities with the client.

Information technology outsourcing (ITO) can be defined as “the commissioning of a third party (or a number of third parties) to manage a client organization’s IT assets, people, and/or activities […] to required results” (Fitzgerald and Willcocks, 1994). It has been a pivotal topic on Chief Information Officers’ (CIO) agendas ever since Eastman Kodak’s decision to hand over their information systems function to IBM, DEC, Anderson Consulting, and Businessland in 1989. Never before had such a wellknown company that considered IT as a strategic asset handed over responsibility for it to an external partner (Applegate, 1992). The deal showed that ITO can constitute an alternative to managing complex Information Technology (IT) systems in-house (Kern and Willcocks, 2000) and subsequently led executives across different industries to follow suit and sign large contracts worth multiple hundred million dollars. The “Kodak effect” served as a starting point to what would become an important strategic matter for IT managers to consider (Caldwell, 1994). 30 years later, ITO has developed into a common practice for organizations of all sizes, industries, and geographies (Qi and Chau, 2013). Over the course of three decades, practitioners have come to appreciate ITO especially for its advantages in terms of cost, flexibility, and the possibility to capitalize on external capabilities (Martins et al., 2015; Schneider and Sunyaev, 2016). Today, virtually every Fortune 500 company2 and many large public institutions outsource a significant portion of their IT services (Patil and Wongsurawat, 2015). As a consequence, an entire global industry has evolved around ITO, with annual growth rates of around 10% and an estimated market size of around 320 billion US dollars in 2015 (Faisal and Raza, 2016). The increasing relevance of ITO in practice has also attracted considerable research that has explored various aspects of outsourcing, including common motivations, outcomes, success factors, benefits, and risks (Dibbern et al., 2004; Gonzalez et al., 2006; Lacity et al., 2009; Lacity et al., 2010; Lacity et al., 2016; Liang et al., 2015). Notwithstanding its three decades of existence, however, ITO remains a dynamic phenomenon that is subject to the ongoing rapid developments in the economic and societal environment in which it is embedded. Major developments in the field of IT, particularly the ever-progressing digitalization and the rise of IT-centered and -enabled business models (Bughin et al., 2019; Harvey Nash/KPMG, 2018; Legner et al., 2017), require adequate consideration in IT sourcing decision-making.

The purpose of this research was to identify key determinants of service provider effectiveness and how it impacts outsourced security success. As environments have become more robust and dynamic, many organizations have made the decision to leverage external security expertise and have outsourced many of their information technology security functions to Managed Security Service Providers (MSSPs). Information Systems Outsourcing, at its core, is when a customer chooses to outsource certain information technology functions or services to a service provider and engages in a legally binding agreement. While legal contracts govern many aspects of an outsourcing arrangement, it cannot serve as the sole source of determining the outcome of a project. Organizations are viewing outsourcing success as an attainment of net benefits achieved through the use of a service provider. The effectiveness of the service provider has an impact on a company’s ability to meet business objectives and adhere to service level agreements. Many empirical studies have focused on outsourcing success, but few have focused on service provider effectiveness, which can serve as a catalyst to outsourcing success. For this research, Agency Theory (AT) was proposed as a foundation for developing the research model which included key areas of focus in information asymmetry, the outsourcing contract, moral hazard, trust, service provider effectiveness, and security outsourcing success. Agency Theory helped uncover several hypotheses deemed germane to service provider effectiveness and provided insight into helping understand the principal-agent paradigm that exists with security outsourcing. Confirmatory Factor Analysis (CFA) and Partial Least Squares-Structured Equation Modeling (PLS-SEM) were used with SmartPLS to analyze the data and provided clarity and validation for the research model and helped uncover key determinants of service provider effectiveness. The statistical results showed support for information asymmetry, contract, and trust, all of which were mediated through service provider effectiveness. The results also showed that service provider effectiveness is directly correlated to increasing security outsourcing success. This concluded that the research model showed significant results to support 4 of the 5 hypotheses proposed and helped uncover key findings on how security outsourcing success can be impacted. This research served as an original contribution to information security while viewing outsourcing success from the perspective of the client, security services, and customer expectations.

A terceirização de Tecnologia da Informação (TI) no âmbito das instituições governamentais tem sido um desafio para os gestores, estudos indicam um baixo percentual de sucesso em relação aos objetivos planejados. As organizações fazem uso da TI para otimizar processos, diminuir custos, gerar informações e obter vantagem competitiva. Este trabalho apresenta uma pesquisa exploratória sobre o tema da terceirização de tecnologia da informação, tendo como objetivo identificar os fatores críticos de sucesso (FCS) para que a atividade de terceirização do desenvolvimento de Sistemas de Informação possa ser implementada com sucesso no setor público brasileiro. Identificar os FCS permite direcionar os recursos, que são limitados, onde eles realmente fazem a diferença para se obter os resultados planejados. Foi extraído da literatura, por meio de uma revisão sistemática, os fatores de sucesso relevantes para a atividade. A revisão sistemática foi feita nas bibliotecas digitais on-line: ACM Digital Library Association of Computing Machinery e IEEE xplore Digital Library, em publicações a partir de 2007 (10 anos). A revisão sistemática foi complementada por uma revisão Adhoc, que buscou artigos e publicações científicas de fontes secundárias, trabalhos correlatos cujos objetivos se relacionam ao tema de pesquisa, às teorias, normas e modelos relacionados à terceirização da tecnologia da informação. Os estudos foram agrupados com base em análise de conteúdo constituindo um modelo de referência para a pesquisa baseado em duas dimensões: contexto e foco do relacionamento. O método de pesquisa adotado foi a técnica Delphi para identificar os FCS para o contexto desta pesquisa. Os participantes foram escolhidos a partir de uma instituição pública da área de TI com atuação no município de São Paulo. Um total de 35 especialistas, agrupados em três grupos com diferentes visões sobre o problema, concluíram o painel Delphi. Os FCS identificados na pesquisa são: competência dos fornecedores, comunicação, capacidade técnica dos fornecedores, contratos, comprometimento, conformidade, qualidade das entregas, seleção dos fornecedores, fatores ambientais, confiança, equipe de TI adequadamente dimensionada e controle dos requisitos. Verificou-se que os componentes Contrato e Comportamentos do modelo de referência de pesquisa se destacaram em relação aos demais componentes. A pesquisa também apresentou os FCS em ordem de importância, o que permitiu analisar a relevância de cada FCS sob a perspectiva das atividades exercidas e comparar as diferentes percepções dos especialistas sobre o objeto de estudo / Outsourcing Information Technology (IT) within government institutions has been a challenge for managers, studies indicate a low percentage of success over planned objectives. Organizations make use of IT to streamline processes, lower costs, generate information, and gain competitive advantage. This study presents an exploratory research on the topic of outsourcing information technology, aiming to identify the critical success factors (FCS) so that the outsourcing activity of Information Systems development can be successfully implemented in the Brazilian public sector. Identifying the FCS allows you to direct the resources, which are limited, where they really make the difference to get the results you plan. We extracted from the literature, through a systematic review, the factors of success relevant to the activity. The systematic review was done at the online digital libraries: ACM Digital Library - Association of Computing Machinery and IEEE xplore Digital Library, in publications from 2007 (10 years). The systematic review was complemented by an Adhoc review, searching articles and scientific publications from secondary sources, related works whose objectives are related to the research topic, to theories, norms and models related to the outsourcing of information technology. The studies were grouped based on content analysis constituting a reference model for research based on two dimensions: context and focus of the relationship. The research method adopted was the Delphi technique to identify the FCS for the context of this research. The participants were chosen from a public institution of the area of IT with action in the city of São Paulo. A total of 35 experts, grouped into three groups with different views on the problem, concluded the Delphi panel. The FCS identified in the survey are supplier competence, communication, technical capacity of suppliers, contracts, commitment, compliance, quality of deliveries, selection of suppliers, environmental factors, confidence, adequately sized IT staff and requirements control. It was verified that the Contract and Behavior components of the research reference model stood out in relation to the other components. The study also presented the FSC in order of importance, which allowed to analyze the relevance of each FSC under the perspective of the activities performed and to compare the different perceptions of the specialists on the object of study

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2015-10-21T15:40:14Z No. of bitstreams: 1 WESLEY LACERDA E SILVA_.pdf: 653332 bytes, checksum: 2d0fc8bce4e0c028ac9e742f61d288ca (MD5) / Made available in DSpace on 2015-10-21T15:40:14Z (GMT). No. of bitstreams: 1 WESLEY LACERDA E SILVA_.pdf: 653332 bytes, checksum: 2d0fc8bce4e0c028ac9e742f61d288ca (MD5) Previous issue date: 2014-12-21 / Nenhuma / A capacidade de coprodução de serviços terceirizados de Tecnologia da Informação - TI é um tema pouco debatido de modo geral, com poucos trabalhos acadêmicos específicos e desconhecido no meio profissional. Esse estudo apresenta uma proposta de constructo sobre as capacidades dos clientes de coprodução de serviços terceirizados de manutenção de aplicativos. Esta pesquisa qualitativa foi desenvolvida a partir da análise detalhada de uma empresa multinacional brasileira reconhecida pela sua estratégia de terceirização de atividades fora do seu core business, como é o caso das atividades de TI. Utilizando a abordagem metodológica de Estudo de Caso foi feita a confirmação de um modelo de capacidades dos clientes de coprodução de serviços terceirizados de manutenção de aplicativos, definindo também as dimensões que compõem essas capacidades. Chegou-se à conclusão que existem três grandes capacidades de coprodução dos clientes para esses serviços: a capacidade de Gestão Tecnológica, a capacidade de Relacionamento Organizacional e a capacidade de Gestão e Desenvolvimento de Fornecedores. Esse estudo, a partir de uma revisão teórica dos temas envolvidos, propõe um modelo teórico que foi confirmado e refinado a partir das entrevistas de campo em profundidade, realizadas com profissionais diretamente ligados com a gestão e execução das atividades de manutenção de aplicativos desta empresa multinacional brasileira. / The IT outsourcing coproduction capability, in general, is not a well explored and studied matter, with few specific academic studies and even less efforts in the professional market. This study presents a construct proposal about the application management outsourced services coproduction capability. This qualitative research was based in a detailed analysis of a multinational Brazilian company, recognized by its outsourcing strategies. With a Case Study approach, it was confirmed the application management outsourcing services coproduction capability model, defining also this capabilities dimensions. This study concludes that there are three major customer coproduction capabilities: Technological Management capability, Organizational Relationship capability and Suppliers Management and Development capability. This study, based in theoretical references, proposes a model that was confirmed and refined through in-depth interviews with application management professionals, both managers and technicians that work directly with these activities as employees of this Brazilian multinational company.