An analysis of knowledge outsourcing at Eduware

Aslib Proceedings

Volumn 61, Issue 5, 2009, Pages 424-435

  Lam, Wing ^a   Chua, Alton Y k ^b  

^a U21 Global   (Singapore)

^b NANYANG TECHNOLOGICAL UNIVERSITY   (Singapore)

Author keywords

Knowledge management; Outsourcing; Stakeholder analysis

Indexed keywords

ARCHIVAL DATA; BUSINESS CASE; CASE STUDY APPROACH; COURSEWARE; DESIGN/METHODOLOGY/APPROACH; EXTERNAL KNOWLEDGE; GENERAL PROCESS MODELS; KNOWLEDGE DELIVERY; KNOWLEDGE SERVICE; KNOWLEDGE UTILIZATION; NEW OPPORTUNITIES; SEMI STRUCTURED INTERVIEWS; STAKEHOLDER ANALYSIS;

E-LEARNING; INTERNET; KNOWLEDGE MANAGEMENT; MULTIMEDIA SYSTEMS; RESEARCH;

OUTSOURCING;

EID: 70350417455     PISSN: 0001253X     EISSN: None     Source Type: Conference Proceeding    
DOI: 10.1108/00012530910989599     Document Type: Article

References (33)

1. Alavi, M. and Leidner, D.E. (2001), “Review: knowledge management and knowledge management systems: conceptual foundations and research issues”, MIS Quarterly, Vol. 25 No. 1, pp. 107-36.
2. Alborz, S., Seddon, P.B. and Scheepers, R. (2003), “A model for studying IT outsourcing relationships”, in Hanisch, J., Falconer, D., Horrocks, S. and Hillier, M. (Eds), Proceedings of the Seventh Pacific Asia Conference on Information Systems, Adelaide, Australia, pp. 1297-313.
3. Barthelemy, J. (2001), “The hidden costs of IT outsourcing”, Sloan Management Review, Vol. 42 No. 3, pp. 60-9.
4. Bhattacharya, S., Behara, R.S. and Gundersen, D.E. (2003), “Business risk perspectives on information systems outsourcing”, International Journal of Accounting Information Systems, Vol. 4 No. 1, pp. 75-93.
5. Birkinshaw, J. and Sheehan, T. (2002), “Managing the knowledge life cycle”, Sloan Management Review, Vol. 44 No. 1, pp. 75-83.
6. Carmel, E. and Agarwal, R. (2002), “The maturation of offshore sourcing of information technology work”, MIS Quarterly Executive, Vol. 1 No. 2, pp. 65-77.
7. Chua, A. and Lam, W. (2005), “Why KM project fails: a multi-case analysis”, Journal of Knowledge Management, Vol. 9 No. 3, pp. 6-17.
8. Cross, J. (1995), “IT outsourcing: British petroleum's competitive approach”, Harvard Business Review, Vol. 73 No. 3, pp. 94-103.
9. Earl, M.J. (1996), “The risks of outsourcing IT”, Sloan Management Review, Vol. 37 No. 3, pp. 26-32.
10. Feeny, D., Lacity, M. and Willcocks, L.P. (2005), “Taking the measure of outsourcing providers”, Sloan Management Review, Vol. 46 No. 3, pp. 41-8.
11. Finaly, P. and King, R. (1999), “IT sourcing: a research framework”, International Journal of Technology Management, Vol. 17 Nos 1/2, pp. 109-27.
12. Fitzgerald, G. and Willcocks, L.P. (1994), “Contracts and partnerships in the outsourcing of IT”, Proceedings of the 15th International Conference on Information Systems, Vancouver, Canada, pp. 91-8.
13. Goh, S.C. (2002), “Managing effective knowledge transfer: an integrative framework and some practice implications”, Journal of Knowledge Management, Vol. 6 No. 1, pp. 23-30.
14. Kern, T. (1997), “The gestalt of an information technology outsourcing relationships: an explanatory analysis”, Proceedings of the 18th International Conference on Information Systems, pp. 37-58.
15. Kern, T. and Willcocks, L. (2000), “Exploring information technology outsourcing relationships: theory and practice”, Journal of Strategic Information Systems, Vol. 9 No. 4, pp. 321-50.
16. Kogut, B. and Zander, U. (1992), “Knowledge of the firm, combative capability and the replication of technology”, Organization Science, Vol. 3 No. 3, pp. 383-97.
17. Lacity, M. and Willcocks, L. (Eds) (1998), Strategic Sourcing of Information Systems: Perspectives and Practices, Wiley, New York, NY.
18. Lacity, M., Willcocks, L. and Feeny, D. (1996), “The value of selective IT sourcing”, Sloan Management Review, Vol. 37 No. 3, pp. 13-25.
19. Lander, M.C., Purvis, R.L., McCray, G.E. and Leigh, W. (2004), “Trust-building mechanisms utilized in outsourced IS development projects: a case study”, Information & Management, Vol. 41 No. 4, pp. 509-28.
20. Linder, J.C., Cole, M.I. and Jacobson, A.L. (2002), “Business transformation through outsourcing”, Strategy & Leadership, Vol. 30 No. 4, pp. 23-8.
21. McFarlan, F.W. and Nolan, R.L. (1995), “How to manage an IT outsourcing alliance”, Sloan Management Review, Vol. 36 No. 2, pp. 9-23.
22. McKeen, J.D., Smith, H.A., Balasubramanian, P.R. and Joglekar, N. (2002), “Developments in practice V: IT sourcing: build, buy, or market”, Communications of the AIS, Vol. 9 No. 8, available at: http://aisel.aisnet.org/cais/vol9/iss1/8.
23. Markus, M.L. (2001), “Toward a theory of knowledge reuse: types of knowledge reuse situations and factors in reuse success”, Journal of Management Information Systems, Vol. 18 No. 1, pp. 57-93.
24. Ross, J.W. and Westerman, G. (2004), “Preparing for utility computing: the role of IT architecture and relationship management”, IBM Systems Journal, Vol. 43 No. 1, pp. 5-19.
25. Sabherwal, R. (1999), “The role of trust in outsourced IS development projects”, Communications of the ACM, Vol. 42 No. 2, pp. 80-6.
26. Sabherwal, R. (2003), “The evolution of coordination in outsourced software development projects: a comparison of client and vendor perspectives”, Information & Management, Vol. 13 No. 3, pp. 153-202.
27. Sathe, D. and Aradhana (2006), “Knowledge process outsourcing: the big game”, Sourcingmag.com, available at: www.sourcingmag.com/content/c060503a.asp (accessed 19 July 2006).
28. Saunders, C., Gebelt, M. and Hu, Q. (1997), “Achieving success in information systems outsourcing”, California Management Review, Vol. 39 No. 2, pp. 63-79.
29. Sommer, R.A. (2003), “Business process flexibility: a driver for outsourcing”, Industrial Management & Data Systems, Vol. 103 No. 3, pp. 177-83.
30. Stake, R. (1995), The Art of Case Research, Sage, Thousand Oaks, CA.
31. Stewart, T.A. (1997), Intellectual Capital: The New Wealth of Organisations, Nicholas Brealey, London.
32. Yin, R.K. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA.
33. Van Zolingen, S.J., Streumer, J.N. and Stooker, M. (2001), “Problems in knowledge management: a case-study of a knowledge-intensive company”, International Journal of Training & Development, Vol. 5 No. 3, pp. 168-84.