EVALUATION OF IMPACT OF OUTSOURCING ON EFFICIENCY OF PUBLIC SECTOR ORGANISATIONS

EVALUATION OF IMPACT OF OUTSOURCING ON EFFICIENCY OF PUBLIC SECTOR ORGANISATIONS

According to rough estimates, the amount of outsourcing projects in the Slovenian public sector have doubled in recent years and during the present economic and financial crisis, reach tens of millions of Euros. Outsourcing projects ought to reduce costs and help organizations to focus on core business processes which should consequently improve service provision and quality. Past experience and recent research carried out in the public sector show that outsourcing can indisputably bring many benefits to the organizations which master the art of devising, deploying, and maintaining outsourcing relationships, but for many organizations, these benefits remain elusive. The research focuses on in-depth analysis of the essential factors within the concept while examining the current situation in the field of outsourcing in the Slovenian public sector and eventually presents research findings on outsourcing of information technology projects (IT- projects) at the municipal level. The article analyzes the methodological, substantive, procedural and other relevant factors within the process of outsourcing and summarizes the results of our own empirical research on outsourcing of IT-projects in the Slovenian public sector. Paper finally provides guidelines for quality selection as well as effective and efficient implementation of outsourcing projects in the public sector

___

  • Barney, J. (1991), Firm resources and sustained competitive advantage. Journal of Management, 17 (1): 99–120.
  • Bester, M. (2000), Outsourcing logisticne dejavnosti: Nujnost, izziv ali bodoca izkusnja. Maribor. Ekonomsko – poslovna fakulteta.
  • Bongard, Stefan (1994), Outsourcing - Entscheidungen in der Informationsverarbeitung. Entwicklung eines computergestützten Portfolio
  • Instrumentariums. Wiesbaden. Deutscher Universität Verlag, str. 480. Corbett, Michael F. (2004), The Outsourcing Revolution: Why It Makes Sense and How to Do It Right. Kaplan Business, Washington.
  • Chapman, Robert B., Andrade, Kathleen R. (1997), Insourcing after the Outsourcing: MIS Survival Guide. AMACOM.
  • Choy K.L., Lee W.B., Lau H.C.W., Choy L.C. (2005), A knowledge-based supplier intelligence retrieval system for outsource manufacturing, Knowledge- Based Systems, 2005; 18:1-17.
  • Due, Richard T. (1992), The Real Costs of Outsourcing. Information Systems Management, 9 (1), str. 78-81.
  • Ellram, Lisa, Maltz, A. (1997), Outsourcing: Implications for Supply
  • Management. CAPS Research. Tempe. Ford, David, Farmer, David (1986), Make or buy: a key strategic issue. Long
  • Range planning, Vol. 19, str. 54-62. Greaver, Maurice F. (1999), Strategic Outsourcing: A Structured Approach to
  • Outsourcing Decisions and Initiatives. AMACOM. Jacobides, M., G. (2005), Industry change through vertical disintegration: how and why markets emerged in mortgage banking. Academy of Management Journal, 48 (3), 465–498.
  • Jensen, Paul H. (2007), Public Sector Outsourcing Contracts - The Impact of
  • Uncertainty, Incentives and Transaction Costs on Contractual Relationships. VDM Verlag, Dr. Mueller e. K., Saarbrücken. Johnson, Mike (1997), Outsourcing in Brief. Butterworth-Heinemann, Oxford.
  • Kaplan, R. S., Norton, D. P. (2001), Stratesko usmerjena organizacija: prakticna uporaba uravnotezenega sistema kazalnikov v novem poslovnem okolju. GV Zalozba, Ljubljana.
  • Kavcic, Klemen, Tavcar, Mitja I. (2008), Interesi in razmerja moci med udelezenci outsourcinga: studija primerov. Organizacija, letnik 41. Razprave, st. , str. 2.
  • Kern, Thomas, Willcocks, Leslie P., van Heck, Eric (2002), The winner's curse in
  • IT outsourcing: Strategies for avoiding relational trauma. California Management Review, 44 (2), str. 47-69. Kubr, M. (2002), Management consulting a guide to the profession. Geneva:
  • International Labour Organization. Linder, C., Jane (2004), Outsourcing for Radical Change: A Bold Approach to
  • Enterprise Transformation. AMACOM, 1st edition, New York. Lonsdale, Chris, Cox, Andrew (1997), Outsourcing: risk and rewards. Supply
  • Management, Vol. 2, str. 32-34. Nellore, R., in K. Soderquist (2000), Strategic outsourcing through specifications. Omega, 28 (5): 525–40.
  • Pandey, Vivek, Bansal, Veena (2003), A Decision-Making Framework for IT
  • Outsourcing using the Analytic Hierarchy Process. Peteraf, M. A. (1993), The cornerstones of competitive advantage: a resource- based view. Strategic Management Journal, 14 (3): 179–191.
  • Power, Mark J., Desouza, Kevin, Bonifazi, Carlo (2006), The Outsourcing
  • Handbook: How to Implement a Successful Outsourcing Process. Kogan Page, Chicago. Quinn, James B., Hilmer, Frederick G. (1994), Strategic Outsourcing. Sloan
  • Management Review, Vol. 35, 4, str. 43-55. Schniederjans, Marc J., Schniederjans, Ashlyn M., Schniederjans, Dara G. (2005),
  • Outsourcing and Insourcing in an International Context. M. E. Sharpe, London. Taylor, H. (2006), Critical risks in outsourced IT projects: the intractable and the unforeseen. Communications of the ACM. Vol. 49, (11), str. 75-79.
  • Thoms, Brian (2004), Outsourcing: Inside Out and Outside in. Stevens institute of technology, Hoboken, New Jersey.
  • Wasner, R. (1999), The outsourcing process: strategic and operational realities.
  • Doctoral Dissertation, Linköping University. Willcocks, Leslie P., Lacity, Mary C. (1995), Information systems outsourcing in theory and practice. Journal of Information Technology, 10 (4), str. 203-207.