Reference Hub5
The Post-Offshoring IS Organization

The Post-Offshoring IS Organization

William R. King
Copyright: © 2008 |Volume: 21 |Issue: 1 |Pages: 12
ISSN: 1040-1628|EISSN: 1533-7979|ISSN: 1040-1628|EISBN13: 9781615200054|EISSN: 1533-7979|DOI: 10.4018/irmj.2008010105
Cite Article Cite Article

MLA

King, William R. "The Post-Offshoring IS Organization." IRMJ vol.21, no.1 2008: pp.77-88. http://doi.org/10.4018/irmj.2008010105

APA

King, W. R. (2008). The Post-Offshoring IS Organization. Information Resources Management Journal (IRMJ), 21(1), 77-88. http://doi.org/10.4018/irmj.2008010105

Chicago

King, William R. "The Post-Offshoring IS Organization," Information Resources Management Journal (IRMJ) 21, no.1: 77-88. http://doi.org/10.4018/irmj.2008010105

Export Reference

Mendeley
Favorite Full-Issue Download

Abstract

In the age in which many traditional IS functions will be taken over by offshore vendors or otherwise outsourced, attention needs to be paid to those functions that will increase in importance and/or need to be developed by IS departments if they are to be effective in this new environment. This article suggests a framework that may be judgmentally applied to IS activities in order to determine if they should be considered for offshoring/outsourcing. The results of applying the framework will be unique to each firm that uses it. However, in using that approach in more than 25 firms, the author has found that most firms will wish to retain a number of functions in-house. Fourteen such activities are discussed in three broad categories: “activities related to external relations,” “activities related to the development, customization, and implementation of systems” and “business and IS strategic activities.”

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.