外包企业战略与企业绩效的联盟外文翻译.docVIP

外文翻译 原文 O Alignment with Business Strategy and Firm Performance Material Source:/cais/wol17/issl/49/ Author:Jae-Nam Lee The Evolution of the Role of IT Outsourcing The future of an organization relies heavily on the quality of information services being used. Attempts to achieve a sustainable competitiveness through IT, however, put much burden on organizations as the scope and the complexity of IT expand（Attewell and Rule,1984; Grover et al.,2002）. An organization’s overarching objective in managing its information resources should be to maximize flexibility and control in order to pursue different options as its circumstances change（Lacity et al.1995）. To accomplish this objective, more and more organizations consider IT outsourcing from external service providers rather than pursuing in-house development, because outsourcing offers a variety of ways for organizations to better leverage their resources and focus on core applications to increase IT’s value in the achievement of corporate objectives（Lacity and Willcock ,2001）. In the early stage, outsourcing issues were simply centered on acquisition. Organizations then considered outsourcing as a commodity and focused on the choice between internally developed technology and its external acquisition, or what we call the “make-or-buy decision” (Buchowicz, 1991; Buck-Lew,1992; Welch and Nayak,1992). The next issues are related to the motivation of outsourcing and the nature of outsourcing scope. For motivation, while some argue that outsourcing results in significant cost reductions with increased management control, effective use of human resource, capacity on demand, and access to advanced technologies (Apte,1990; Child,1987), the opponents of outsourcing describe that it involves critical risks with loss of control, flexibility, qualified personnel, and competitive advantage in information management (Benko,1992; Gupta and Gupta,1992). Then various outsourcing options or scope have been proposed such as degree of