| dc.contributor.advisor | 尚孝純 | zh_TW |
| dc.contributor.advisor | Shang,Shari | en_US |
| dc.contributor.author (Authors) | 楊尚儒 | zh_TW |
| dc.contributor.author (Authors) | Yang,Shang Ru | en_US |
| dc.creator (作者) | 楊尚儒 | zh_TW |
| dc.creator (作者) | Yang,Shang Ru | en_US |
| dc.date (日期) | 2006 | en_US |
| dc.date.accessioned | 18-Sep-2009 14:31:16 (UTC+8) | - |
| dc.date.available | 18-Sep-2009 14:31:16 (UTC+8) | - |
| dc.date.issued (上傳時間) | 18-Sep-2009 14:31:16 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0094356008 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/35238 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 資訊管理研究所 | zh_TW |
| dc.description (描述) | 94356008 | zh_TW |
| dc.description (描述) | 95 | zh_TW |
| dc.description.abstract (摘要) | Information technology outsourcing (ITO) has gained a big share of the world IT service market. There are many studies about ITO vendor selection and contract management but a lack of understanding of the after-contract practices between the ITO parties. According to reported cases, many outsourcing failures have been due to either improper relationship management or the inability to meet customer expectations. For effective management of this long-term, inter-organizational relationship, there is a need to understand the features, affecting factors, expectations, and termination of ITO relationships so that the desired outcomes can be achieved and relationships can be sustained throughout the life of the ITO. Based on a dynamic view of outsourcing partnerships, the ITO relationship can be assessed by customer participation, joint action, communication quality, coordination, and information sharing. Prior studies have indicated that these ITO relationship features are mainly affected by business dynamics and the client’s IT competence. Organizations expect from the ITO mainly strategic, economic, and technological benefits. When conflicts exist between expected benefits and delivered outcomes, the relationship is more likely to be terminated. The above propositions were tested on all existing and changed ITO projects in Taiwan in the past twenty-six years. A total of forty cases were examined and the results show four kinds of IT outsourcing relationships: dependent, utility, partner, and subordinate. Different kinds of ITO relationships involve different expectations for the ITO services and require different types of management of the relationships. In the dependent type ITO, customers rely highly on ITO vendors for supporting strategic moves. Utility ITO customers use the ITO as a utility and measure vendors by cost performance. In the partner type ITO, customers consult the vendor for strategic business moves and urge the vendor to engage in technology innovation. The subordinate type ITO is characterized by customers who consider the ITO vendor as a sub-contractor of their IT department and leave decisions to the IT department. Terminations of relationships were mainly due to conflicts in the expected and delivered outcomes in the three ITO benefit areas. This study provides a useful instrument for assessing major ITO factors and understanding expected ITO outcomes. ITO relationship management requires a careful understanding of the expected benefits of the service and continuous monitoring of the business and IT environments. | en_US |
| dc.description.tableofcontents | Chapter 1 : Introduction 61.1 Research background and research motivations 6Chapter 2 : Literature review 82.1 IT Outsourcing definition and market environment 82.2 IT Outsourcing relationship 102.3 Transaction Cost theory and IT Outsourcing 112.4 Factors affecting IT outsourcing relationship 122.4.1 Business dynamics 152.4.2 IT competence 162.5 Outsourcing expectations 172.6 The termination of outsourcing relationship 20Chapter 3 Research methodology 223.1 Research method 223.1 Research Process 243.3 Representative cases selected and cases background 25Chapter 4 Research results 264.1 Characteristics of the ITO relationship 264.2 Expected benefits of ITO relationship management 274.3 Possible factors affecting change in the outsourcing relationship 29Chapter 5 Discussion 305.1 Four types of IT relationship 305.2 Expected benefits of ITO relationship 345.3 Drivers of change in ITO relationship 385.4 Literature Verification 42Chapter 6 Conclusion 446.1 Conclusion 446.2 Academic and Managerial Implications 456.3 Research Limitations and Future Research 45Appendix 1: Reference 47Appendix 2: Questionnaire 52Appendix 3: Cases list 56Appendix 4: Result of industry expert interview 59Appendix 5: Classification of ITO relationship 62FIGURES______________________________________________Figure 2 1 Worldwide Outsourcing Market Growth, 2002-2008 9Figure 2 2 Worldwide ITO Market Growth, 2002-2008 9Figure 2 3 Taiwan Outsourcing Market Growth, 2004-2010 10Figure 2 4: Classification of ITO relationship. 1Figure 5 1: Classification of ITO relationship. 1Figure 5 2: Classification of ITO relationship. 1Figure 5 3: Classification of expected benefits. 1Figure 5 4: Drivers of change in ITO relationship 1Figure 5 5: Drivers of change in ITO relationship 1TABLES______________________________________________Table 2 1 Outsourcing Expectations 18Table 3 1 Description of Elements of ITO Relationships 23Table 3 2 Research method 25Table 3 3 Cases background and Profile 25Table 4 1 Relationship between influenced factors and outsourcing relationships 26Table 4 2 Verification of proposition 1 and proposition 2 27Table 4 3 Relationship between influenced factors and expected benefits 28Table 4 4 Verification of proposition 3 and proposition 4 28Table 4 5 Factors affecting change in the outsourcing relationship 29Table 5 1: Observed Features in the Four Types of ITO Relationships 31Table 5 2: Expected Benefits of ITO under the Four Kinds of ITO Relationships 35Table 5 4: Literature Verification 42 | zh_TW |
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| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0094356008 | en_US |
| dc.subject (關鍵詞) | 資訊科技委外 | zh_TW |
| dc.subject (關鍵詞) | 委外關係 | zh_TW |
| dc.subject (關鍵詞) | 市場變化 | zh_TW |
| dc.subject (關鍵詞) | 資訊能力 | zh_TW |
| dc.subject (關鍵詞) | 委外期望 | zh_TW |
| dc.subject (關鍵詞) | information technology outsourcing | en_US |
| dc.subject (關鍵詞) | outsourcing relationship | en_US |
| dc.subject (關鍵詞) | business dynamics | en_US |
| dc.subject (關鍵詞) | IT competence | en_US |
| dc.subject (關鍵詞) | outsourcing expectations | en_US |
| dc.title (題名) | 委外關係管理-影響要素，期望利益及其改變促因 | zh_TW |
| dc.title (題名) | Outsourcing Relationship Management– Influential factors, expected benefits and triggers of changes | en_US |
| dc.type (資料類型) | thesis | en |
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