![]() A practical guide to successful outsourcing. The Academy of Management Review 14(4): 532–50.Įmbleton, P. Sloan Management Review 39(4): 67–80.Įisenhardt, K. Journal of Information Technology 10(4): 209–20.ĭiRomualdo, A. Theoretical perspectives on the outsourcing of information systems. ![]() Conference Proceedings of EASE 2008, University of Bari, Italy, 26–27 June 2008. Using a protocol template for case study planning. Norwegian University of Science and Technology.īrereton, P., Kitchenham, B., Budgen, D., Li, Z. Interpretive research methods in computer science. Human Resource Management 16(2): 269–79.īernsten, K., Sampson, J., and Østerlie, T. Outsourcing – The benefits and the risks. European Management Journal 19(2): 195–202.īelcourt, M. IT outsourcing: Evidence from France and Greece. Information and Management 24: 179–88.īarthelemy, J. Firms that choose outsourcing: A profile. Information Strategy: The Executive’s Journal 14(2): 16–26.Īrnett, K. IT outsourcing: Current trends, benefits, and risks. This process is experimental and the keywords may be updated as the learning algorithm improves.Īntonucci, Y. These keywords were added by machine and not by the authors. The main findings presented in this chapter are that normal outsourcing are that mission-critical outsourcing requires a customized approach and that every organization needs a custom-fit solution. This subject is not widely explored yet, therefore this chapter will compare outsourcing and mission-critical outsourcing to see if there are many differences or similarities to contribute to this new area of research. Mission-critical outsourcing is about the outsourcing of applications on which the organization relies 24/7, which when not available result in a serious problem for the business. The concept of outsourcing has been well defined and much literature is available on its different challenges such as culture and safety.
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