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IT outsourcing in the public sector: a conceptual model

IT outsourcing in the public sector: a conceptual model Purpose – The purpose of this article is to propose a theoretical model explaining information technology outsourcing performance in the public sector as well as a set of empirically testable propositions to improve the understanding of key determinants of success. Design/methodology/approach – Based on Fountain's technology enactment framework, the authors integrated inter‐organizational factors, such as trust, knowledge sharing, and quality of outsourcing interfaces, in the model and added organizational culture alignment between service providers and public administration to enhance Fountain's original framework. Findings – The authors proposed 17 empirically testable propositions to establish the relationships between key variables in IT outsourcing projects in the public sector. Research limitations/implications – The proposed model provides guidance for future research aimed at advancing knowledge of IT outsourcing. Originality/value – The contribution lies in the development of specific variables, such as trust, knowledge, and organizational culture, which are related to building an outsourcing relationship and are used as determinants of the quality of organizational interfaces between public bureaucracies and IT outsourcing providers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Transforming Government: People, Process and Policy Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
1750-6166
DOI
10.1108/TG-05-2013-0012
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this article is to propose a theoretical model explaining information technology outsourcing performance in the public sector as well as a set of empirically testable propositions to improve the understanding of key determinants of success. Design/methodology/approach – Based on Fountain's technology enactment framework, the authors integrated inter‐organizational factors, such as trust, knowledge sharing, and quality of outsourcing interfaces, in the model and added organizational culture alignment between service providers and public administration to enhance Fountain's original framework. Findings – The authors proposed 17 empirically testable propositions to establish the relationships between key variables in IT outsourcing projects in the public sector. Research limitations/implications – The proposed model provides guidance for future research aimed at advancing knowledge of IT outsourcing. Originality/value – The contribution lies in the development of specific variables, such as trust, knowledge, and organizational culture, which are related to building an outsourcing relationship and are used as determinants of the quality of organizational interfaces between public bureaucracies and IT outsourcing providers.

Journal

Transforming Government: People, Process and PolicyEmerald Publishing

Published: Mar 11, 2014

Keywords: Public sector; Institutional theory; Digital government; IT outsourcing; Technology enactment

References