Sujet: Impartition
Ce papier présente un cadre conceptuel sur l’impartition qui divise la discipline en 4 dimensions. Les rôles du managers sont abordés mais ceux de l’organisation en général y sont davantage analysé. Pour le CDG, ceci peut être un bon outils de validation lorsqu’une possibilité d’impartition se présente.
Définitions
relation-specific assets: “defined as investments in assets that are specialized to the
interorganizational relationship.”
knowledge-sharing routines: defined as interfirm processes that facilitate the exchange of knowledge between the partners complementarities ”refers to the ability of firms to leverage their partners’ complementary resources – resources that
collectively generate greater rents than the sum of those obtained from their individual use”
effective governance: “concerns the enforcement mechanisms of the
relationship because these mechanisms influence transaction costs and the motivation to engage in rent-generating initiatives”
it outsourcing: “refer to an organization’s decision to turn over the
management of part or all of its IT resources and activities to one or more external IT providers (e.g., Altinkemer et al., 1994; Cheon et al., 1995; Hall and Liedtka, 2005; Hu et al., 1997; Willcocks and Kern, 1998).”
outsourcing effectiveness: “I define outsourcing effectiveness as the degree to which the predefined strategic objectives of outsourcing are realized.”
relational assets: “I define relational assets as firm assets that are acquired to serve a particular interorganizational relationship.”
relational capabilities: I define relational capabilities as repeatable patterns of actions in the use of relational assets
Normes
“Basically, the main task facing the organization is deciding on
the arrangement that would best serve its IT needs, given the IT resources available to it.
Therefore, the key attributes at this point are those that are pertinent to the comparison between needed and available IT resources. The needed IT resources are primarily contingent upon the strategic role of IT in the organization, defined as the importance of IT for the implementation of the business strategy and the attainment of business goals.”
“The framework clearly conveys the message that it is the gestalt of attributes, rather
than any single attribute by itself, that determines the effectiveness of outsourcing relationships. Managers seeking to identify the attributes relevant for outsourcing-related decisions should therefore take an inclusive approach. They should consider the organizational attributes that relate to the outsourcing decision as well as the relational attributes that relate to its implementation. In addition, they should consider attributes that relate to strategic issues as well as attributes that relate to economic and social issues. However, managers’ approach should be inclusive not only in the sense of considering a larger number of attributes, but also in the sense of considering how the attributes are interrelated.”
Factoid
“This finding implies that the strategic level of IT needs is negatively associated with the degree of outsourcing.”
