Information systems outsourcing decision making: a framework organizational theories and case studies

Abstract

This paper reports on research into information systems (IS) outsourcing decisions and their consequences. A descriptional framework was used to describe systematically different types of outsourcing. A theoretical foundation for the IS outsourcing decision was derived from established organizational theories. These findings were investigated by retrospective and longitudinal in-depth case study research into 23 IS outsourcing arrangements in six organizations. The case studies were performed in the Netherlands, and comprised systematic analysis of actual short and long term effects of IS outsourcing.