This study examines the link between managerial competencies and Information Systems outsourcing (ISO) project success under different types of outsourcing relationships. At present, ISO is a multi-billion dollar industry, and has spawned a new industry related to the management of outsourcing contracts. At the micro-level, ISO offers firms economic, strategic, and technical benefits. Various academic and industry publications have observed the critical importance of managerial competencies in influencing ISO project success. Yet, research that investigates the relationship between managerial competencies and ISO project success is scant. In this study, we developed a theoretical model along with a set of propositions that can be empirically tested. The model and propositions are based on theories that stem from economics (Transaction Cost Economics and Agency Theory), strategic management (core competence, and Resource-based View), and social (Relational Exchange Theory and Social Exchange Theory) perspectives. We also proposed an investigation framework utilizing the case study approach to guide future empirical studies. Our theoretical model and propositions indicate different patterns of managerial competencies for the client and vendor project managers within the different types of ISO relationships. Apart from an empirical study based on our theoretical model and propositions, future research can adapt and/or extend the model to study knowledge residing in other project stakeholders such as project directors, or to study other outsourcing context such as offshore outsourcing projects.

This study examines the link between managerial competencies and Information Systems outsourcing (ISO) project success under different types of outsourcing relationships. At present, ISO is a multi-billion dollar industry, and has spawned a new industry related to the management of outsourcing contracts. At the micro-level, ISO offers firms economic, strategic, and technical benefits. Various academic and industry publications have observed the critical importance of managerial competencies in influencing ISO project success. Yet, research that investigates the relationship between managerial competencies and ISO project success is scant. In this study, we developed a theoretical model along with a set of propositions that can be empirically tested. The model and propositions are based on theories that stem from economics (Transaction Cost Economics and Agency Theory), strategic management (core competence, and Resource-based View), and social (Relational Exchange Theory and Social Exchange Theory) perspectives. We also proposed an investigation framework utilizing the case study approach to guide future empirical studies. Our theoretical model and propositions indicate different patterns of managerial competencies for the client and vendor project managers within the different types of ISO relationships. Apart from an empirical study based on our theoretical model and propositions, future research can adapt and/or extend the model to study knowledge residing in other project stakeholders such as project directors, or to study other outsourcing context such as offshore outsourcing projects.

This study examines the link between managerial competencies and Information Systems outsourcing (ISO) project success under different types of outsourcing relationships. At present, ISO is a multi-billion dollar industry, and has spawned a new industry related to the management of outsourcing contracts. At the micro-level, ISO offers firms economic, strategic, and technical benefits. Various academic and industry publications have observed the critical importance of managerial competencies in influencing ISO project success. Yet, research that investigates the relationship between managerial competencies and ISO project success is scant. In this study, we developed a theoretical model along with a set of propositions that can be empirically tested. The model and propositions are based on theories that stem from economics (Transaction Cost Economics and Agency Theory), strategic management (core competence, and Resource-based View), and social (Relational Exchange Theory and Social Exchange Theory) perspectives. We also proposed an investigation framework utilizing the case study approach to guide future empirical studies. Our theoretical model and propositions indicate different patterns of managerial competencies for the client and vendor project managers within the different types of ISO relationships. Apart from an empirical study based on our theoretical model and propositions, future research can adapt and/or extend the model to study knowledge residing in other project stakeholders such as project directors, or to study other outsourcing context such as offshore outsourcing projects. / Business, Sauder School of / Graduate

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.

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 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.