Download IT Outsourcing: Concepts, Methodologies, Tools, and by Kirk St. Amant PDF

By Kirk St. Amant

Reading the information and techniques helpful in identifying to outsource providers and features is an important review for any corporation. IT Outsourcing: thoughts, Methodologies, instruments, and purposes covers quite a lot of themes fascinated with the outsourcing of knowledge know-how via cutting-edge collaborations of overseas box specialists. An enriched set of the most recent state-of-the-art purposes, technological discoveries, and most desirable examine theories, this exhaustive compendium advances the IT outsourcing box and gives academicians, practitioners, and researchers with a different choice of suggestions.

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Extra resources for IT Outsourcing: Concepts, Methodologies, Tools, and Applications

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Doldán Tié, Paula Luna Huertas , Francisco Jose Martínez López, and Carlos Piñeiro Sánchez. This section, with its focus on specific outsourcing projects and strategies, provides an essential resource for researchers, employers, and users alike. Section Five, Organizational and Social Implications, includes a wide range of research pertaining to the organizational and cultural implications of outsourcing. The section begins with “Outsourcing Information Technology: The Role of Social Capital” by James J.

The same employee in India, moreover, earns just under US $8,000 per year to perform the same work (King, 2008). By using such international workers to perform IT tasks, a client organization can further reduce the costs of performing this non-core activity. This concept of using different pay scales to further reduce outsourcing costs is known as labor arbitrage, and it has prompted many organizations to engage in the international outsourcing/offshoring of a range of IT work (Gefen & Carmel, 2008).

Rather, different educational systems, professional practices, and cultural preferences could increase transactions costs in a way that would trump savings related to labor arbitrage (Barthelemy, 2003; Jain, Kundu, & Niederman, 2008; Qu & Brocklehurst, 2006). Many skilled IT service, for example, require a worker to follow a particular standard process that might be linked to the legal requirements of a particular nation or to the internal practices of a particular client. , software programming) xxxviii according to such requirements, the resulting product might be difficult to integrate quickly into the client’s core business practices.

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