Documente Academic
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A R T I C L E I N F O
A B S T R A C T
Article history:
Received 3 May 2012
Received in revised form 5 November 2013
Accepted 31 December 2013
Available online 5 February 2014
The objective of this research is to assess the impact of IT outsourcing on Information Systems success.
We modeled the relationships among the extent of IT outsourcing, the ZOT (the Zone of Tolerance), and IS
success. We justied our model using the expectancydisconrmation theory, the agency theory, and
transaction cost economics, and we empirically tested it using structural equation modeling with
responses from IS users. We found signicant direct and indirect effects (through the service quality) of
outsourcing on IS systems perceived usefulness and their users satisfaction. Whereas the extent of
outsourcing is negatively related to the service quality and perceived usefulness, the ZOT-based IS
service quality is positively related to the user satisfaction.
2014 Elsevier B.V. All rights reserved.
1. Introduction
Information Systems (IS) products and services have traditionally been delivered by internal IS departments. However, IS
outsourcing has become an alternate or complementary delivery
mechanism. IS outsourcing has been growing at the rate of 14%
annually [64], and the current IT services market is valued at $746
billion [41]. In addition to the IT outsourcing trend in the industry,
the research in the area has been enormous in scale: there have
been 164 empirical studies conducted on IT outsourcing over the
last 20 years [55]. While some of the motivations of companies for
IS outsourcing have been their core business, the rapid introduction of new products, cost reductions, increased access to technical
expertise, and the lack of the required internal resources [17,34],
internal IS users have been dissatised with IT outsourcing. For
instance, satisfaction with IS outsourcing has been reported at a
rate of only 33%, compared with 7080% for non-IT outsourced
activities [91]. Indeed, a survey has shown that out of 160 IS
projects that were outsourced, only 70 projects were continued;
the remaining 90 discontinued their current contracts either by
* Tel.: +917893728845.
E-mail addresses: n_gorla@yahoo.com, ngorla@aus.edu, narago@ibsindia.org
(N. Gorla).
0378-7206/$ see front matter 2014 Elsevier B.V. All rights reserved.
http://dx.doi.org/10.1016/j.im.2013.12.002
321
outsourcing deals [41]. Lacity et al. [57] have predicted that both
the IT and business process outsourcing markets will continue to
grow in all global markets (for example, Chinas market is
projected to grow at 38% annually). However, Lacity et al. [56]
argue that organizations should carefully select specic IS
activities to outsource rather than outsource all IS activities. The
outsourcing of IS activities can range between two extremes,
namely, from total outsourcing to total insourcing. Instead of
treating outsourcing as a dichotomous variable, it is perhaps
advisable to treat it as a continuous variable, i.e., as a degree
(percentage) of outsourcing activity, as the extent of outsourcing
varies for each potential IS activity. Prime candidates for outsourcing include IS development and maintenance, system
operation, telecommunication management, system planning
and management, and end-user support [34].
Research on IT outsourcing has dealt with topics such as
outsourcing decisions [75], client-vendor relationships Faisal and
Banwet (2009), vendor issues [53], and the mitigation of outsourcing risks [26]. In addition, the IT outsourcing literature
surveys cover analyses of outsourcing topics, methodologies, and
authors [28].
IT outsourcing can have both positive and negative effects on
the quality of IS services. The positive effects include the
modernization of IT infrastructure, obtaining highly skilled human
assets from the vendor, and savings in in-house IT expenses [54].
The negative effects include a vendors inability to cope with
changing user information needs, potential delays in service
delivery, the loss of control over IT assets, the lack of vendor
commitment, and slow implementations [4,51,3,32]. Some of the
risks of IT outsourcing can be mitigated through proper governance
mechanisms [7]. Enhanced performance from outsourced vendors
can be attained when transactions are aligned with governance
structures [94]. Self-enforcing safeguards (e.g., trust or nancial
hostages) are superior to third-party safeguards (e.g., legal
contracts), and furthermore, informal self-enforcing safeguards
(e.g., trust) are superior to formal self-enforcing safeguards (e.g.,
nancial hostages) [20]. However, given the mixed results of
outsourcing performance that have been reported in practice and
in the literature [59], it is important to examine the inuence of IS
outsourcing on IS success.
2.2. IS service quality and ZOTs
The service quality is dened as the degree of discrepancy (the
gap) between the customers perceptions of the service performance and their service expectations. The instrument we utilize,
which is known as SERVQUAL, measures the service quality in a
broad spectrum of service sectors [73]. The SERVQUAL instrument
has been previously validated and used in an IS context (e.g.,
[78,92]). This instrument employs 22 items grouped into ve
categories: tangibility, reliability, responsiveness, assurance, and
empathy.
Although the use of a gap measure of the service quality has
been critiqued (e.g., [89] and the direct measure of service quality
with SERVPERF or service performance [13] is recommended, the
relevance of SERVQUAL (or service quality) attributes to the
measurement of IS success appears to have been generally
accepted [47]. Kettinger et al. [50] empirically validated the
importance of the perceived service quality (SERVPERF) in
predicting the behavioral intentions of customers with respect
to reusing IS services. There have also been concerns regarding
SERVQUAL in marketing and IS with respect to the ambiguity of the
variable service expectations and the dimensionality of the
instrument.
To address these concerns, the single expectation measure has
been conceptualized as two levels of expectation [96]: desired
322
Perceived Service
Level
Inadequate Service
Zone
Adequate Service Level
Perceived Service
Level
Service Adequacy=
Perceived Service
Adequate Service
Acceptable Service
Zone
Desired Service Level
Perceived Service
Level
** The shaded portion is the zone of tolerance
Superior Service
Zone
Service Superiority=
Perceived Service
Desired Service
323
3. Theoretical foundations
324
Measures of
Information &
System Quality
General Perceptual
Measures of Net
Benefits of IS Use
Perceived
Usefulness
System
Quality
IS Use
H6 (+)
Information
Quality
H3 (-)
Extent of
Outsourcing
User
Satisfaction
H2 (-)
H4 (+)
H1 (-)
H5 (+)
ExService
tent of
Quality
Outso
urcing
325
326
6. Measures
6.1. IS service quality
We adopted the SERVQUAL+ instrument [74] and modied it to
suit the IS context. This instrument has 21 questions on IS service
that are designed to cover the ve constructs of tangibles,
reliability, responsiveness, assurance, and empathy. The respondents were asked to give their impressions on each service quality
item in three columns: the minimum service performance level I
consider adequate, the desired service performance level, and
the perception of the actual service performance; the respondents used a nine-point Likert scale (1 = a low service level to 9 = a
high service level).
6.2. The extent of outsourcing
The source of the IS service provision was measured by ve
items: the development/maintenance of IS applications, system
operations, telecommunications, end-user support, and IS planning Grover et al. (1994). The respondents were asked who
provided specic IS functions to their departments using a sevenpoint scale (1 = a totally internal IS department, 7 = a totally
external IS vendor). The extent of outsourcing is modeled as a
reective indicator rather than as a formative indicator[Ed30] .
6.3. The IS user satisfaction
The early research sought to establish a standard user
satisfaction instrument [42,6]. Rather than indirectly interact with
the computer through an analyst or programmer, users could now
interact directly with the software. In response, Doll and
Torkzadeh [18] developed a 12-item instrument intended to
measure the end-user computer satisfaction (EUCS). This instrument, which is a synthesis of the [42] measure of user information
satisfaction, is widely used, validated, and generalizable, and
therefore, we adopted it to measure user satisfaction. It is a
multifaceted construct consisting of 12 items classied into
content, accuracy, format, timeliness, and ease of use.
6.4. The perceived usefulness
This measure has six items. Rai et al. [80] adopted a version of
the Davis [14] instrument and modied it from its prior orientation
towards the future to measure past usage. This instrument is used
here to measure the perceived usefulness. Respondents indicated
the extent of their agreement with statements such as Using IS
improves my job performance along a seven-point scale
(1 = extremely likely, 7 = extremely unlikely). This variable was
reverse-coded prior to our statistical analyses.
7. Method
Data were collected from a nationwide survey drawn from the
Directory of Top Computer Executives. The three-column-based
SERVQUAL+ instrument [74] was modied to suit the IS context.
We pre-tested the instrument with groups of academicians,
industry professionals, and IS department personnel, and
Table 1
The characteristics of respondents.
The department the respondent works in
Blank or missing
Manufacturing
Marketing
Finance
Human resources
Headquarters
Accounting
Others
Total
Frequency
Percent
2
86
9
61
20
10
26
123
337
.6
25.5
2.7
18.1
5.9
3.0
7.7
36.5
100.0
Blank or missing
Less than 10
1025
2550
50100
More than 100
Total
Frequency
Percent
2
84
87
82
50
32
337
.6
24.9
25.8
24.3
14.8
9.5
100.0
Age
Below 20 years
2025 years
2635 years
3645 years
Above 45 years
Total
Frequency
Percent
10
44
100
119
64
337
3.0
13.1
29.7
35.3
19.0
100.0
Blank or Missing
12 years
35 years
610 years
1115 years
More than 15 years
Total
Frequency
Percent
2
67
88
78
50
52
337
.6
19.9
26.1
23.1
14.8
15.4
100.0
327
Table 2
Hermans single factor method to assess common method biasness.
Model t indices
Multi-factor
One-factor
Chi-square
Degree of freedom
chi-square/df
425.979
203.000
2.098
770.387
209.000
3.686
344.408
6.000
57.401
328
Usefulness
(0.145)
0.093(.124)
User
Satisfaction
-0.389(.000)
-0.032(.559)
(0.124)
-0.133(.043)
Extent of
Outsourcing
0.258(.000)
Perceived
Service
-0.269 (.000)
(0.073)
2 = 294.54;
GFI = 0.92;
df = 182;
AGFI = 0.90;
Normed 2 = 1.618;
NFI = 0.96;
RMSEA = 0.043
CFI = 0.98;
RFI = 0.95
Table 3
Mediation analysis.
Path
EOS ! USEFUL
EOS ! SAT
USEFUL ! SAT
EOS ! PS
PS ! USEFUL
PS ! SAT
Without mediation
With mediation
Direct effect
Indirect effect
Total effect
Direct effect
Indirect effect
Total effect
0.380 (0.001)
0.206 (0.002)
0.084 (0.272)
0.032 (0.296)
0.380 (0.001)
0.238 (0.001)
0.084 (0.272)
0.389
0.133
0.093
0.269
0.032
0.258
0.009 (0.596)
0.105 (0.003)
0.003 (0.402)
0.380
0.238
0.093
0.269
0.032
0.255
(0.001)
(0.050)
(0.164)
(0.001)
(0.642)
(0.001)
(0.001)
(0.001)
(0.164)
(0.001)
(0.642)
(0.001)
329
Table 4
Summary of the hypothesis tests.
Hypothesis
support
(Yes H; No X)
support
(Yes H; No X)
support
(Yes H; No X)
Perceived Service
Service Adequacy
Service Superiority
H1
H2
H3
H4
H5
H6
EOS ! SERVQUAL H
EOS ! USAT H
EOS ! USEFUL H
SERVQUAL ! USAT H+
SERVQUAL ! USEFUL X
USEFUL ! USAT X
EOS ! SERVQUAL X
EOS ! USAT H
EOS ! USEFUL H
SERVQUAL ! USAT X
SERVQUAL ! USEFUL X
USEFUL ! USAT H +*
EOS ! SERVQUAL X
EOS ! USAT H
EOS ! USEFUL H
SERVQUAL ! USAT H +
SERVQUAL ! USEFUL H
USEFUL ! USAT X
Fit Index
GFI: 0.92
AGFI: 0.90
RMSEA: 0.043
Normed x2: 1.618
GFI: 0.90
AGFI: 0.88
RMSEA: 0.053
Normed x2: 1.952
GFI: 0.92
AGFI: 0.90
RMSEA: 0.041
Normed x2: 1.558
EOS-Extent of Outsourcing; USAGE-Usage; USAT-User Satisfaction; SERVQUAL-ServiceQuality; USEFUL-Usefulness. The support for a positive relationship (H+); the support
for a negative relationship (H) was at the p .05 level. The support for a positive relationship (H+*) was at the p .10 level
330
Usefulness
0.160 (.004)
Gender
(0.147)
0.046 (.448)
0.107 (.071)
0.022 (.716)
User
Satisfaction
Age
Experience
-0.033 (.559)
-0.391 (.000)
(0.158)
-0.137 (.043)
Extent of
Outsourcing
0.273 (.000)
Perceived
Service
-0.270 (.000)
(0.073)
2 = 388.07;
GFI = 0.91;
df = 239;
AGFI = 0.89;
Normed 2 = 1.624;
NFI = 0.94;
RMSEA = 0.043
CFI = 0.98;
RFI = 0.94
Fig. 4. The results of the research model of the perceived service controlled for gender, age and experience.
331
Fifth, we used the total score for all six IS activities to arrive at
our measure of the extent of outsourcing. Different weights may be
assigned to each activity depending upon their importance to the
organization, and we can thereby arrive at a weighted score. This
type of model could be another extension of the present research.
9.7. Towards an integrated model
The t indices suggest a good t for our integrated research
model (GFI = 0.920.90, AGFI = 0.880.90) in which outsourcing
and the service quality have been integrated into IS success
measures. All three ZOT-based service quality models (for the
perceived service, service adequacy, and service superiority) meet
the minimum requirements (AGI = 0.90; AGFI = 0.80) needed for IS
research Segars and Grover, 1993.
Our integrated research model (Fig. 2) shows four out of six
hypothesized paths as signicant. The IS success models show
more robustness, as evidenced by good t indices with the
integration of the extent of outsourcing and the service quality. Our
integrated model obtained comparable t-indices for each of the
models (the perceived service, service adequacy, and service
superiority) to those of the model of Sabherwal et al. [80].
However, the disparities can be attributed to differences in the data
sample, difference in the measures, or the addition of both
outsourcing and the service quality to the model. We obtained
several stronger path coefcients, and we show that the IS service
quality has a low SMC of 0.073 for the perceived service quality.
This low score occurs because service quality is determined by not
only how many IS applications have been outsourced but also by
other variables such as the partnership type, top management
support, cultural t, and the experience of the providers. Our
results demonstrate the legitimacy of the variables for the extent of
outsourcing and ZOT-based service quality measures as antecedents to the IS success models. Hence, future research efforts can
be undertaken to fully re-test the integrated IS success model.
10. Conclusions
This work makes a theoretical contribution to the eld by
evaluating the effects of IT outsourcing on IS success based on
previous IS success models. We advance IS success research by
investigating the effects of outsourcing and the service quality of IS
successes using the expectations-disconrmation paradigm, agency theory, and transaction cost economics. This research contributes to the scholarly debate on direct measures versus gap
measures of the service quality, as the service quality is used in the
network of relationships among the extent of outsourcing and the
IS success measures. Our research provides further credibility to
and validation of the ZOT-based service quality measures for use in
IS success models and for measuring the IS service quality.
We have demonstrated theoretically and empirically the risks
of IS outsourcing, which are in agreement with several outsourcing
experiences in industry. Understandably, there are also several
reports of positive experiences of IS outsourcing [11]. The benets
achievable with outsourcing are better understood using a
relational view of organizations [19,20], which suggests that
inter-organizational competitive advantages are found in interrm resources. The capital investments made specically for an IS
application in terms of special hardware and software can result in
an efcient and user-friendly system that meets specic users
requirements.
Acknowledgements
We thank the AE and the reviewers for their valuable
comments.
332
Extent of outsourcing
User satisfaction
(1 = almost never,
5 = almost always)
Usefulness
(1 = extremely likely,
7 = extremely unlikely)
EOS ! USEFUL
EOS ! SAT
USEFUL ! SAT
EOS ! SS
SS ! USEFUL
SS ! SAT
GENDER ! SAT
AGE ! SAT
EXP ! SAT
0.382 (.000)
0.199 (.002)
0.098 (.118)
0.012 (.839)
0.135 (.012)
0.090 (.129)
0.384 (.000)
0.206 (.002)
0.114 (.067)
0.011 (.848)
0.135 (.012)
0.105 (.074)
0.143 (.011)
0.050 (.421)
0.027 (.663)
EOS ! USEFUL
EOS ! SAT
USEFUL ! SAT
EOS ! SA
SA ! USEFUL
SA ! SAT
GENDER ! SAT
AGE ! SAT
EXP ! SAT
0.381 (.000)
0.208 (.001)
0.080 (.199)
0.013 (.829)
0.052 (.329)
0.064 (.270)
0.383 (.000)
0.216 (.000)
0.094 (.127)
0.013 (.824)
0.052 (.326)
0.046 (.428)
0.129 (.023)
0.029 (.649)
0.027 (.672)
333
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