Thursday, 15 July 2010

MBA Dissertation written on the theories behind Outsourcing

There is evidence that a firm’s organisational model to maximise the use and benefits from Information Technology (IT) varies across business sectors. Each model will have an impact on overall organisational effectiveness and the delivery of core competence to the market. A review of two Divisions within of the Co-operative Group suggests that information technology has great potential to improve the financial performance of these Divisions and offer synergies across the Group as a whole. A study of academic and business literature highlights that whilst a number of organisations have insourced their IT delivery and others may adapt total outsourcing, most organisations adopt a selective approach to IT outsourcing. There are risks with both extremes; keeping everything in-house can be expensive and inflexible, while going outside can involve unanticipated overhead costs. Evidence presented shows that cost reduction, efficiency and improved service continue to drive many sourcing initiatives.

1: Abstract

2: Introduction

3: Research Method

4: Evolution of IS/IT within Organisations

5: Organisational Structure - Outsource or Insource?
Outsourcing
Total Outsourcing
Selective Outsourcing
Transitional Outsourcing
Off shore Outsourcing
Mutual Value Outsourcing
Application Service Provider
Analysis
Insourcing
Analysis
Conclusions from Research

6: Case Study
Introduction
Commercial Division
Commercial Division IT/IS
IT/IS Design Principles
Organisational Design
Internal IS Function
Mission
Architecture
Outsourced Service Providers
Co-operative Bank
Organisational Design
Managed Services Organisation
Strategic Actions
Service Delivery
Summary

7: Comparative Analysis

8: Key Findings & Conclusion

References

Appendix

Dissertation