对日IT软件产业结构优化的研究

软件服务外包作为一个新型的软件产业方兴未艾,这种贸易方式加强了国际间的合作与区域性产业的互补。作为中国的近邻日本,这种互补方式的优势显得尤为突出。但是,由于中国外包企业的竞争力较弱、技术力量不够雄厚、企业规模尚未形成等弱点存在,大大制约着中国软件服务外包业的进一步发展。特别是随着诸多新兴接包国家和地区的崛起,使得中国所面临的竞争进一步加大,从前的低成本优势将得到削弱。这些都严重地制约着中国软件服务外包行业的健康发展。有序地调整以低端为主的产业结构,提高自主创新能力,加大服务外包在国家IT（Information Technology）产业中的比重,从而增强核心竞争力。     

Integration by communication: knowledge exchange in global outsourcing of product software development

Global outsourcing is a growing trend among independent software vendors. In these projects like other distributed work, distances have negative effects on communication and coordination, directly impacting performance. We present a normative model designed to address this issue by improving communication and knowledge exchange. The model consists of six distinct practices and a tool blueprint, each coming with practical guidelines. It is based in part on two case studies of Dutch software vendors who have successfully outsourced part of their activities to an Eastern European outsourcing vendor, and validated by a panel of six experts from industry and the scientific community. It is concluded that knowledge exchange in global software outsourcing is a by‐product of efforts to enhance communication and coordination, rather than specific technical solutions. By committing to sharing knowledge, emphasizing transparency and integrating the outsourcing team into their organizations, customers from the product software business can realize the benefits of global outsourcing.     

深化高职软件外包服务专业校企合作办学的思考

高职院校软件外包服务专业的开设,需要软件企业的紧密合作才能做好。但在现实运行中,二者由于观念、体制、利益等多方面原因,导致合作中存在诸多问题。文章从健全校企合作体制机制和完善人才培养模式两方面出发,探讨深化软件外包服务专业校企合作的有益对策。     

软件开发外包项目管理案例分析及探索

软件外包是一个非常大的市场,目前在国内有很多软件公司从事软件项目外包行业,或把自己的部分业务发包给外包方,软件项目外包管理随着近年软件项目外包的发展越来越受到重视,它与公司项目的内容管理既关联又存在差异,文章通过对企业实际外包项目的具体案例的风险进行分析,提出了相应的解决方案,并总结了项目实施过程中存在的问题及改进意见,为软件企业的外包项目管理提供了借鉴。     

外包软件测试项目的研究

本文主要从软件测试技术,外包测试和质量管理的概念入手,阐述了影响外包测试项目质量的因素和目前外包测试项中存在的质量问题。     

高校图书馆数据存储外包的探讨

数据存储作为信息技术业务外包中的一项重要业务正成行业关注的热点。该文在深入分析数据存储外包风险的基础上,提出适度地开展数据存储外包可以优化高校图书馆人力资源的配置、降低数据存储业务费用投入、提升服务水平的观点,还在文中提出规避风险的具体措施。     

Strategic innovation through outsourcing – A theoretical review

Competition in the Information Technology Outsourcing (ITO) and Business Process Outsourcing (BPO) industry is increasingly moving from being motivated by cost savings towards strategic benefits that service providers can offer to their clients. Innovation is one such benefit that is expected nowadays in outsourcing engagements. The rising importance of innovation has been noticed and acknowledged not only in the Information Systems (IS) literature, but also in other management streams such as innovation and strategy. However, to date, these individual strands of research remain largely isolated from each other. Our theoretical review addresses this gap by consolidating and analyzing research on strategic innovation in the ITO and BPO context. The article set includes 95 papers published between 1998 and 2020 in outlets from the IS and related management fields. We craft a four-phase framework that integrates prior insights about (1) the antecedents of the decision to pursue strategic innovation in outsourcing settings; (2) arrangement options that facilitate strategic innovation in outsourcing relationships; (3) the generation of strategic innovations; and (4) realized strategic innovation outcomes, as assessed in the literature. We find that the research landscape to date is skewed, with many studies focusing on the first two phases. The last two phases remain relatively uncharted. We also discuss how innovation-oriented outsourcing insights compare with established research on cost-oriented outsourcing engagements. Finally, we offer directions for future research.     

Understanding the outsourcing learning curve: A longitudinal analysis of a large Australian company

Outsourcing continues to capture the attention of researchers as more companies move to outsourcing models as part of their business practice. Two areas frequently researched and reported in the literature are the reasons why a company decides to outsource, and outsourcing success factors. This paper describes an in-depth, longitudinal case study that explores both the reasons why the company decided to outsource and factors that impact on success. The paper describes how Alpha, a very large Australian communications company, approached outsourcing and how its approach matured over a period of 9 years. The paper concludes that although a number of reasons are proposed for a company's decision to outsource, lowering costs was the predominant driver in this case. We also describe other factors identified as important for outsourcing success such as how contracts are implemented, the type of outsourcing partner arrangement, and outsourcing vendor capabilities.

The impact of process standardization on business process outsourcing success

What is the impact of business process standardization on business process outsourcing (BPO) success? This paper argues that there is a direct impact of process standardization on BPO success, due to production cost economies, and also an indirect effect via improved contractual and relational governance resulting from better monitoring opportunities and facilitated communication and coordination. This threefold impact of standardization on BPO success is empirically confirmed using data from 335 BPO ventures in 215 German banks.     

Analyzing IT maintenance outsourcing decision from a knowledge management perspective

IT outsourcing is a complex and opaque decision problem. Managers facing a decision about IT outsourcing have difficulty in framing what needs to be thought about further in their discourses. Framing is one of the most crucial steps of human decision making and needs to be assisted to better understand a decision situation. In this research, we examine a number of decision primitives in the context of an IT outsourcing decision situation. We demonstrate how the decision primitives can be employed so that managers can probe deep to better understand a decision situation and to establish a decision basis. In the organizational setting, we exemplify the use of the decision primitives in relation to the perceived outsourcing implications for the managers looking for assistance in accommodating a knowledge management perspective on IT outsourcing. Consequently, we induce insight and a guideline on how to use knowledge management for effective outsourcing in one of the leading financial institutes in Europe.