The Hidden Costs of IT Outsourcing

By Jérôme Barthélemy. 2001

498 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/1afee59e547f87f70ce3ab29d612d5280257b9b1

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Citations in the corpus

Communications of the Association for Information Systems (2011, unknown): “All strategies are designed to be “near-term” – that is, they can all be started immediately with the expectation of yielding results within months.”
Distributed Scrum: Agile Project Management with Outsourced Development Teams (2007, background): “Barthelemy [25] surveyed 50 companies and found that 14% of outsourcing operations were failures.”
A review of the IT outsourcing literature: Insights for practice (2009, background): “Many researchers have found that learning curve effects and prior client experience are vital to ITO success (Barthélemy, 2001; Carmel and Agarwal, 2002; Kaiser and Hawk, 2004; Lacity and Willcocks, 1998; Rottman and Lacity, 2006).”
Complexity of Outsourcing Contracts and Ex Post Transaction Costs: An Empirical Investigation (2006, unknown): “enforcement costs) (Barthélemy, 2001; Williamson, 1991).”
Explaining Variations in Client Extra Costs Between Software Projects Offshored to India (2008, background): “Extra costs have also been referred to as "remaining or new costs after outsourcing" (Lancellotti et al. 2003, p. 134) or they have been labeled as "hidden costs" (Barthelemy 2001; Overby 2003).”
Bringing Together Strategic Outsourcing and Corporate Strategy : Outsourcing Motives and Risks (2003, background): “, 2001) and can lead to costly failures, due to the lack of an appraisal of hidden costs (Barthélemy, 2001).”
The Sarbanes-Oxley Act: Implications for large-scale IT outsourcing (2007, background): “In one reported case involving the Montreal Urban Community, the organization’s IT functions were “paralyzed” for two months during the transition from one outsourcing vendor to another outsourcing vendor [1].”
Opportunities and risks of software-as-a-service: Findings from a survey of IT executives (2011, background): “Economic risks indicate that a SaaS client may have to pay more to reach the expected level of service than initially anticipated – the so-called " hidden costs " [6].”
A review of the IT outsourcing empirical literature and future research directions (2010, background): “When used as an independent variable, ITO researchers asked how that choice affected ITO outcomes (e.g., Baldwin et al., 2001; Barthélemy, 2001).”
Complementarity and Evolution of Contractual Provisions: An Empirical Study of IT Services Contracts (2007, background): “A major theme in the literature on managing outsourcing relationships is that the structure of the agreement plays a large role in determining the performance of the relationship (e.g., Ciborra 1993, McFarlane and Nolan 1995, DiRomualdo and Gurbaxani 1998, Barthelemy 2001, Kern et al. 2002).”