本文選題：供應(yīng)商 + 外包��； 參考：《現(xiàn)代管理科學(xué)》2013年04期

【摘要】：到目前為止,有關(guān)信息技術(shù)外包的研究認(rèn)為,公司之所以要外包是因為其相信承包方具有生產(chǎn)成本上的優(yōu)勢。然而,承包方能否為其提供這種成本優(yōu)勢還不清楚。目前,委托方的外包決策和委托方與承包方的關(guān)系都得到了研究,但從承包方視角進(jìn)行的外包研究還很少,文章考察了這一點,指出,承包方的效率來自其經(jīng)濟(jì)收益,而其之所以能獲得經(jīng)濟(jì)收益是由于其具有產(chǎn)生一組互補的核心競爭力的能力。承包方的這種能力是基于其對所管控項目的決策權(quán)的集中而產(chǎn)生的,可以通過正式或非正式的關(guān)系管理來促使承包方與委托方分享價值。我們采用組織設(shè)計互補的經(jīng)濟(jì)學(xué)概念,沿襲以前對客戶—承包方研究的成果,來解釋IT供應(yīng)商價值提議。之后,文章還解釋承包方如何提供收益,但又不會被委托方模仿。
[Abstract]:So far, research on IT outsourcing suggests that the reason companies outsource is because they believe that contractors have the advantage of production costs. However, it is not clear whether the contractor can provide it with this cost advantage. At present, the outsourcing decision of the entrustment and the relationship between the entrustment and the contractor have been studied, but the outsourcing research from the contractor's point of view is still few. The article examines this point and points out that the efficiency of the contractor comes from its economic benefits. The reason why it can obtain economic benefits is that it has the ability to produce a group of complementary core competitiveness. This ability of the contractor is based on his centralization of the decision-making power of the controlled project and can be promoted by formal or informal relationship management to enable the contractor to share value with the client. We use the economic concept of complementary organizational design to explain IT supplier value proposals, following previous customer-contractor studies. After that, the article also explains how the contractor provides revenue, but will not be imitated by the client.
【作者單位】： 中國人民大學(xué)農(nóng)業(yè)與農(nóng)村發(fā)展學(xué)院;
【分類號】：F49;F719

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本文編號：1800180