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Managing IT in Government, Business & Communities Authors: Gingrich G. Published year: 2003 Pages: 32-33/188 |
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References
( 1997 ). Parallel virtual organizations: managing and working in the virtual workplace. Administration and Society , 412-439.
( 2000 , August ). The intranet—an intrinsic component of strategic information management? International Journal of Information Management , 249-268.
GAO. ( 2000 , January 31 ). Human Capital: Key Principles From Nine Private Sector Organizations . (Letter Report, GAO/GGD-00-28).
GAO. ( 2000 , April 21 ). Tax Administration: IRS' Implementation of the Restructuring Act's Taxpayer Protection and Rights Provisions . (Letter Report, GAO/GGD-00-85-00).
GAO. ( 2001 , February 1 ). Executive Guide: Maximizing the Success of Chief Information Officers: Learning From Leading Organizations . (Guidance, GAO/GAO-01-376G).
( 2002 , July/August ). Reinventing local governments and the e-government initiative. Public Administration Review , (4), 434-444.
( 1997 , Autumn ). Strategizing a human resources presence on the intranet. Compensation and Benefits Management , 31-37.
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( 2002 , June ). Federal Intranet Work Sites: An Interim Assessment . PriceWaterhouseCoopers Endowment for The Business of Government, E-Government Series.
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( 2001 ). Organizational Internets: cultivating information technology for the people by the people. In Sudhashish Dasgupta (ed.), Managing Internet and Intranet Technologies in Organizations: Challenges and Opportunities (pp. 1-20). Hershey, PA: Idea Group Publishing.
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Chapter 4: Maintaining the Own Responsibility: Selected Information Systems Architecture, Selective Outsourcing and Organizational Learning as a Base for a Sustainably Positioned Information Technology Service
Ruediger Weissbach
Copyright 2003, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited .
AbstractThis chapter introduces an alternative concept against the dominating trend of a complete outsourcing of IT services, especially in small and medium- sized enterprises (SME). It argues that the undiscriminating adoption of this trend tends to reduce IT on a cost factor and neglects the importance of specific IT knowledge for the continuous improvement of business processes. Also, it neglects the importance of a "communication interface" between the IS users on the one hand and the software development and IT production on the other hand . In opposition to leading management trends, this chapter will present an approach that bases on an internal competence centre for IS and that demands a steady communication between the IT staff and the various departments. In this approach, only selected IT services are externalized and the continuing growth of specific IS knowledge is essential . This approach was developed since the end of the 1990s at the building society, with about 100 employees , in which the author is working .
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Managing IT in Government, Business & Communities Authors: Gingrich G. Published year: 2003 Pages: 32-33/188 |
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