El Offshore Outsourcing de sistemas de información en las empresas industriales españolas

Las empresas se enfrentan en la actualidad al reto de gestionar sus Sistemas de Información controlando costes, sin por ello renunciar a las ventajas competitivas de carácter estratégico que dichos sistemas pueden aportar. Por ello, muchas firmas buscan servicios informáticos más sofisticados a la par que competitivos y no dudan en contratarlos a proveedores extranjeros, lo que conocemos por offshore outsourcing. Las empresas industriales, tradicionalmente, no han estado tan a la vanguardia como las de servicios en la gestión de sus Sistemas de Información. Es por ello que en el presente trabajo tratamos de desvelar cuál es el estado del offshore outsourcing de sistemas de información en las empresas industriales españolas, analizando sus motivaciones y potenciales reticencias.

La Investigación en el área de Offshore Outsourcing de Sistemas de Información

El Offshore Outsourcing consiste en la externalización del trabajo relacionado con las Tecnologías de la Información a un proveedor localizado en un país diferente al cliente. Dado el creciente interés por el Offshore Outsourcing tanto en el mundo empresarial como académico, el presente trabajo realiza una revisión de la literatura en esta área. Se han analizado los artículos sobre el tema publicados en revistas de reconocido prestigio, examinando las metodologías de investigación, el nivel de análisis de los estudios, la perspectiva de datos, las teorías económicas más usadas, dónde se ubican los clientes y proveedores de estos servicios, qué tópicos son los más tratados y qué autores y países han aportado más hasta el momento en esta área. Las conclusiones destacan la falta de formalización teórica, el carácter fundamentalmente divulgativo y el mayor interés por conocer no sólo la perspectiva de los clientes sino también de los proveedores de estos servicios.

Outsourcing and strategy in Spanish town halls: a field study

Purpose – This study seeks to analyse the links between strategies, structures and processes in the case of the largest Spanish town halls, using the Miles and Snow's models about organisational strategies, and asking the following questions: “What is the situation of municipal services' outsourcing in the largest Spanish town halls?”; “Do Spanish town halls follow the strategies suggested in Miles and Snow's model?”; and “Is there a relationship between the strategic position adopted by town halls and their stance on outsourcing?”. Design/methodology/approach – In order to achieve these aims a questionnaire was administered to the human resource managers in the town halls of the largest Spanish cities. Findings – The paper finds that outsourcing is a complement, which seeks to improve the services delivered, and local institutions do not resort to it due to a lack of internal resources but as a way to complement their own capabilities. Originality/value – The paper has identified three distinct strategic profiles in the town halls interviewed which coincide with the profiles that Miles and Snow call prospective, defensive and reactive strategies. It reveals that town halls which outsource to a greater extent are the ones which identify more with the prospective or reactive strategy, whereas those which outsource less are closer to the defensive strategy.

Information systems offshore outsourcing: managerial conclusions from academic research

In the light of the growing interest raised by Information Systems Offshore Outsourcing both in the managerial world and in the academic arena, the present work carries out a revision of the research in this area. We have analysed 89 research articles on this topic published in 17 prestigious journals. The analysis deals with aspects such as research methodologies, level of analysis in the studies, data perspective, economic theories used or location of vendors and clients of these services; and it additionally identifies the most frequent topics in this field as well as the most prolific authors and countries. Although other reviews about the research in this area have been published, the present paper achieves a greater level of detail than previous works. The review of the literature in the area could have interesting implications not only for academics but also for business practice.

Information technology outsourcing in financial services

Regulatory pressures and strong competitiveness, as well as the need to control costs and remain up to date with information technologies have turned outsourcing into a basic tool at the disposal of financial entities. Our paper has as its aim to show the peculiarities of information technology outsourcing in the financial services industry, additionally suggesting a decision framework which can help firms minimise risks.

Outsourcing de sistemas de información: situación actual, evolución y tendencias

El objetivo de este trabajo es describir detalladamente cómo es el outsourcing de sistemas de información a través de los resultados de una encuesta realizada a las mayores empresas españolas. Se trata de un estudio longitudinal que aborda 12 años, ya que se contrastan los resultados actuales con los de 2 encuestas realizadas anteriormente en el mismo ámbito y por los mismos autores. Las conclusiones apuntan a un continuismo en la configuración del outsourcing y a un mayor grado de madurez en las características de los contratos.

Information systems outsourcing satisfaction: some explanatory factors

Purpose – The purpose of this paper is to analyse Information Systems outsourcing success, measuring the latter according to the satisfaction level achieved by users and taking into account three success factors: the role played by the client firm’s top management; the relationships between client and provider; and the degree of outsourcing. Design/methodology/approach – A survey was carried out by means of a questionnaire answered by 398 large Spanish firms. Its results were examined using the partial least squares software and through the proposal of a structural equation model. Findings – The conclusions reveal that the perceived benefits play a mediating role in outsourcing satisfaction and also that these benefits can be grouped together into three categories: strategic; economic; and technological ones. Originality/value – The study identifies how some success factors will be more influent than others depending which type of benefits are ultimately sought with outsourcing.

Razones y riesgos del outsourcing de sistemas de información en las grandes empresas españolas

El outsourcing de sistemas de información es una práctica habitual en las empresas en imparable crecimiento. Por ello resulta imprescindible conocer en profundidad cuáles son las razones que llevan a las empresas a externalizar y cuáles son los principales riesgos inherentes a esta práctica. El presente trabajo hace una propuesta de estas razones y riesgos y las valora en el caso de las mayores empresas españolas a través de una encuesta que se ha replicado por segunda vez. El análisis longitudinal permite trazar tendencias y evaluar la continuidad y el cambio en las razones y riesgos del outsourcing. Aunque las razones siguen una tendencia bastante estable, en los últimos años los riesgos se han modificado en cuanto a su valoración. En cualquier caso, la propuesta de razones y riesgos debería ser tenida en cuenta por los directivos, previa a cualquier decisión de outsourcing.

Address before the second plenary session of the Ninth International Conference of American States, Bogotá, Colombia, April 1, 1948.

Mode of access: Internet.

Bogotá : boletín de la Sociedad de Embellecimiento.

Description based on: 2a. epoca, no. 28 (nov. de 1922); title from cover.

Papel periódico de la ciudad de Santafé de Bogotá.

"Edición conmemorativa del segundo centenario de la Biblioteca Nacional de Colombia."

Outsourcing and inter-intra supply chain dynamics: Strategic management issues

This article analyzes the outsourcing of information technology services, using an action inquiry methodology. Research spanned the disengagement and beginning of IT service functions transferred from work groups in the parent company to outsource teams. Results identified the importance of addressing strategic issues and inter/intra relationships between parent company team members and their outsource-counterparts. Conclusions indicate that behavioral issues such as psychological contracts within inter/intra work groups, power and trust are highly significant managerial issues in the success or failure of an outsourcing strategy.

IS/IT outsourcing practices of small- and medium-sized manufacturers

Firms began outsourcing information system functions soon after the inception of electronic computing. Extant research has concentrated on large organizations and large-valued outsourcing contracts from a variety of different industries. Smaller-sized firms are inherently different from their large counterparts. These differences between small and large firms could lead to different information technology/information system (IT/IS) items being outsourced and different outsourcing agreements governing these arrangements. This research explores and examines the outsourcing practices of very small through to medium-sized manufacturing organizations. The in-depth case studies not only explored the extent to which different firms engaged in outsourcing but also the nuances of their outsourcing arrangements. The results reveal that all six firms tended to outsource the same sorts of functions. Some definite differences existed, however, in the strategies adopted in relation to the functions they outsourced. These differences arose for a variety of reasons, including size, locality, and holding company influences. The very small and small manufacturing firms tended to make outsourcing purchases on an ad hoc basis with little reliance on legal advice. In contrast, the medium-sized firms often used a more planned initiative and sought legal advice more often. Interestingly, not one of the six firms outsourced any of their transaction processing. These findings now give very small, small-, and medium-sized manufacturing firms the opportunity to compare their practices against other firms of similar size.