A Review of Survey Methodology Employedin IT Outsourcing
The purpose of this paper is to provide an overview on methodological aspects of the information technology outsourcing (ITO) surveys, in an attempt to improve the data quality and reporting in survey research. It is based on a review of thirty articles on ITO surveys and focuses on two commonly explored dimensions of ITO, namely what are outsourced and why should there be ITO. This study highlights weaknesses in ITO surveys including lack of a clear definition of population, lack of information regarding the sampling method used, not citing the response rate, no information pertaining to pilot testing of survey instrument and absence of information on internal validity in the use or reporting of surveys. This study represents an attempt with a limited scope to point to shortfalls in the use survey methodology in ITO, and thus raise awareness among researchers in enhancing the reliability of survey findings.
[1] J. Hatonen and T. Eriksson, "30+ years of research and practice of
outsourcing - Exploring the past and anticipating the future", Journal
of International Management 15 (2009) pp. 142-155.
[2] Y.L. Antonucci, F. C. Lordi, and J.J. Tucker, "The pros and cons of
IT outsourcing", Journal of Accountancy, 185(6), 1998, pp. 26-31.
[3] C. Kahraman, O. Engin, O, Kabak, I. Kaya, Information systems
outsourcing decisions using a group decision-making approach",
Engineering Applications of Artificial Intelligence, 22 (2009) pp.
832-841.
[4] Gartner Consulting, Gartner perspective: IT spending 2010, 2009,
Stanford CT.
[5] M. K. Babu, Offshoring IT services: a framework for managing
outsourced projects, 2006, Tata McGraw-Hill.
[6] M. C. Lacity, S. A. Khan and L. P. Willcocks, "A review of the IT
outsourcing literature: Insights for practice", Journal of Strategic
Information Systems 18 (2009), pp. 130-146.
[7] G. Gable, "Integrating case study and survey research methods: an
example in information systems", European Journal of Information
Systems 3(2), 1994, pp. 112-126.
[8] A. Pinsonneault, K. L. Kraemer, Table of contents Special section:
Strategic and competitive information systems, Journal of
Management Information Systems, vol 10 , Issue 2 (September
1993) pp. 75 - 105.
[9] W.A. Van der Stede, W.A., S.M. Young and C.X. Chen, "Assessing
the quality of evidence in empirical management accounting
research: the case of Survey studies", Accounting, Organizations and
Society, 30, 2005, pp. 655-684.
[10] W.C. Emory, and D. R. Cooper, Business research methods, 1991,
Irwin.
[11] J.W. Creswell, Research Design, 2nd edition, 2003, SAGE
Publications.
[12] D. Dillman, Mail and telephone surveys: the tailored design method,
1978, Wiley.
[13] Emory, W.C. and Cooper, D. R., Business research methods, 1991,
Irwin.
[14] D. I Hawkins and K. A. Coney, "Uninformed response error in
survey research", Journal of Marketing Research, XVIII, August,
1981, pp. 370-374.
[15] H. Assael and J. Keon, "Non sampling vs. sampling error in survey
research", Journal of Marketing, 46, spring, 1982, pp. 114-123.
[16] F.J. Fowler, Survey Research Methods, 3rd edition, 2002, SAGE
publications.
[17] Brownell, P. Research methods in management accounting, 1995.
[18] J.C. Armstrong and T.S. Overton, "Estimating non-response bias in
mail surveys", Journal of Marketing Research, 14(3), 1977, pp. 396-
402.
[19] P.D. Larson, "A note on mail surveys and response rates in logistics
research", Journal of Business Logistics, 26(2), 2005, pp. 211-222.
[20] D. Burgstahler, "Inference from empirical research", Accounting
Review, 62, 1987, pp. 203-214.
[21] L. Loh and N. Venkatraman, "Determinants of Information
Technology Outsourcing: a cross-sectional analysis", Journal of
Management Information Systems, 9(1), Summer, 1992, pp. 7-24.
[22] K.P. Arnett and M.C. Jones, "Firms that choose outsourcing: a
profile", Information & Management, 26, 1994, pp.179-188.
[23] V. Grover, M. J. Cheon and J.T.C Teng, "A descriptive study on the
outsourcing of information systems functions", Information &
Management, 27, 1994, pp. 33-44.
[24] M.G. Sobol and U. Apte, "Domestic and global outsourcing
practices of America-s most effective IS users", Journal of
Information Technology, 10(4), 1995, pp. 269-280.
[25] J.S. Collins and R.A. Millen, "Information systems outsourcing by
large American industrial firms: choices and impacts", Information
Resources Management Journal, Winter, 8(1), 1995, pp. 5-13.
[26] V. Grover, M. J. Cheon, and J.T.C. Teng, "The effect of service
quality and partnership on the outsourcing of information systems
functions", Journal of Management Information Systems, Spring,
12(4), 1996, pp. 89-116.
[27] S. M. Apte, M. G. Sobol, S. Hanaoka, T. Shimada, T. Saarinen, T.
Salmela, T. and A. P. Vepsalainen, "IS outsourcing practices in the
USA, Japan and Finland: a comparative study", Journal of
Information Technology, 12(4), 1997, pp. 289-304.
[28] M. Hurley and F. Schaumann, "KPMG survey: The IT outsourcing
decision", Information Management & Computer Security, 5(4),
1997, pp. 126-132.
[29] C. Saunders, M. Gebelt and Q. Hu, "Achieving success in
information systems outsourcing", California Management Review,
39(2), Winter, 1997, pp. 63-79.
[30] S. Ang and D. Straub, "Production and transaction economies and IS
outsourcing: a study of the U.S. banking industry", MIS Quarterly,
December, 22(4), 1998, pp. 535-552.
[31] L. Laios and S. Moschuris, "An empirical examination of
outsourcing decisions", Journal of Supply Chain Management,
35(1), Winter, 1999, pp. 33-41.
[32] M.C. Lacity and L. P. Wilcocks, "Survey of IT outsourcing
experiences in US and UK organizations", Journal of Global
Information Management, 8(2), 2000, pp.5-23.
[33] M. Hancox, and R. Hackney, "IT outsourcing: frameworks for
conceptualizing practice and perception", Information Systems 10,
2000, pp. 217-237.
[34] J. Barthelemy, "The hidden costs of IT outsourcing, MIT Sloan
Management Review", Spring, 42(3), 2001, pp. 60-69.
[35] N. Khalfan, and A. Alshawaf, "IS/IT outsourcing practices in the
public health sector of Kuwait: a contingency approach", Logistics
Information Management, 16(3/4), 2003, pp. 215-228.
[36] C. Lin, and G. Pervan, G., "The practice of IS/IT benefits
management in large Australian organizations", Information &
Management, 41(1), 2003, 13-24.
[37] N. Beaumont and A. Sohal, "Outsourcing in Australia",
International Journal of Operations and Production Management,
24(7), 2004, pp. 688-700.
[38] J. N. Lee, S.M. Miranda and Y. M. Kim, "IT outsourcing strategies:
universalistic, contingency and configurationally explanations of
success", Information Systems Research, June, 15(2), 2004, pp. 110-
131.
[39] E. Claver, R. Gonzalez, J. Gasco, J. and J. Llopis, "Information
systems outsourcing: reasons, reservations and success factors",
Logistics Information Management, 15(4), 2004, pp. 294-308.
[40] M. Serapio, "International outsourcing in information technology",
Research Technology Management, 48(4), 2005, pp. 6-8.
[41] J. Barthelemy and D. Geyer, D., "An empirical examination of IT
outsourcing versus quasi-outsourcing in France and Germany",
Information & Management, 42(4), 2005, pp. 533-542.
[42] J.Y. Park and J.S Kim, "The impact of IS outsourcing on service
quality and maintenance efforts", Information & Management,
42(2), 2005, pp. 261-274.
[43] K.E. Fish and J. Seydel, "Where IT outsourcing is and where IT is
going: a study across functions and department sizes", Journal of
Computer Information Systems, 2006, pp. 96-103.
[44] D. Whitten and R. L. Wakefield, "Measuring switching costs in IT
outsourcing services", Journal of Strategic Information Systems, 15,
2006, pp. 219-248.
[45] B. Whitten and D. Leidner, "Bringing back IT: an analysis of the
decision to backsource or switch vendors, Decision Sciences", 37(4),
2006, pp. 605-621.
[46] J. Mao, J. Lee and C Deng, "Vendors- perspectives on trust and
control in offshore information systems", Information &
Management, 45, 2008, pp. 482-492.
[47] J. Goo, C. D. Huang, "Facilitating relational governance through
service level agreements in IT outsourcings: An application of the
commitment-trust theory", Decision Support Systems, 46, 2008, pp.
216-232.
[48] M. F. Thouin, J.J. Hoffman, E. W. Ford, "IT outsourcing and firmlevel
performance: a transaction cost perspective," Information and
Management, 46, 2009, pp. 463-469.
[49] M. Beasley, M. Bradford, B. Dehning, "The value impact of
strategic intent on forms engaged in information systems
outsourcing", International Journal of Accounting Information
Systems, 10, 2009, pp. 79-96.
[50] D. Whitten, S. Chakrabarty, and R. Wakefield, "The strategic choice
to continue outsourcing, switch vendors, or blacksource: do
switching costs matter?", Information and Management, 47, 2010,
pp. 167-175.
[1] J. Hatonen and T. Eriksson, "30+ years of research and practice of
outsourcing - Exploring the past and anticipating the future", Journal
of International Management 15 (2009) pp. 142-155.
[2] Y.L. Antonucci, F. C. Lordi, and J.J. Tucker, "The pros and cons of
IT outsourcing", Journal of Accountancy, 185(6), 1998, pp. 26-31.
[3] C. Kahraman, O. Engin, O, Kabak, I. Kaya, Information systems
outsourcing decisions using a group decision-making approach",
Engineering Applications of Artificial Intelligence, 22 (2009) pp.
832-841.
[4] Gartner Consulting, Gartner perspective: IT spending 2010, 2009,
Stanford CT.
[5] M. K. Babu, Offshoring IT services: a framework for managing
outsourced projects, 2006, Tata McGraw-Hill.
[6] M. C. Lacity, S. A. Khan and L. P. Willcocks, "A review of the IT
outsourcing literature: Insights for practice", Journal of Strategic
Information Systems 18 (2009), pp. 130-146.
[7] G. Gable, "Integrating case study and survey research methods: an
example in information systems", European Journal of Information
Systems 3(2), 1994, pp. 112-126.
[8] A. Pinsonneault, K. L. Kraemer, Table of contents Special section:
Strategic and competitive information systems, Journal of
Management Information Systems, vol 10 , Issue 2 (September
1993) pp. 75 - 105.
[9] W.A. Van der Stede, W.A., S.M. Young and C.X. Chen, "Assessing
the quality of evidence in empirical management accounting
research: the case of Survey studies", Accounting, Organizations and
Society, 30, 2005, pp. 655-684.
[10] W.C. Emory, and D. R. Cooper, Business research methods, 1991,
Irwin.
[11] J.W. Creswell, Research Design, 2nd edition, 2003, SAGE
Publications.
[12] D. Dillman, Mail and telephone surveys: the tailored design method,
1978, Wiley.
[13] Emory, W.C. and Cooper, D. R., Business research methods, 1991,
Irwin.
[14] D. I Hawkins and K. A. Coney, "Uninformed response error in
survey research", Journal of Marketing Research, XVIII, August,
1981, pp. 370-374.
[15] H. Assael and J. Keon, "Non sampling vs. sampling error in survey
research", Journal of Marketing, 46, spring, 1982, pp. 114-123.
[16] F.J. Fowler, Survey Research Methods, 3rd edition, 2002, SAGE
publications.
[17] Brownell, P. Research methods in management accounting, 1995.
[18] J.C. Armstrong and T.S. Overton, "Estimating non-response bias in
mail surveys", Journal of Marketing Research, 14(3), 1977, pp. 396-
402.
[19] P.D. Larson, "A note on mail surveys and response rates in logistics
research", Journal of Business Logistics, 26(2), 2005, pp. 211-222.
[20] D. Burgstahler, "Inference from empirical research", Accounting
Review, 62, 1987, pp. 203-214.
[21] L. Loh and N. Venkatraman, "Determinants of Information
Technology Outsourcing: a cross-sectional analysis", Journal of
Management Information Systems, 9(1), Summer, 1992, pp. 7-24.
[22] K.P. Arnett and M.C. Jones, "Firms that choose outsourcing: a
profile", Information & Management, 26, 1994, pp.179-188.
[23] V. Grover, M. J. Cheon and J.T.C Teng, "A descriptive study on the
outsourcing of information systems functions", Information &
Management, 27, 1994, pp. 33-44.
[24] M.G. Sobol and U. Apte, "Domestic and global outsourcing
practices of America-s most effective IS users", Journal of
Information Technology, 10(4), 1995, pp. 269-280.
[25] J.S. Collins and R.A. Millen, "Information systems outsourcing by
large American industrial firms: choices and impacts", Information
Resources Management Journal, Winter, 8(1), 1995, pp. 5-13.
[26] V. Grover, M. J. Cheon, and J.T.C. Teng, "The effect of service
quality and partnership on the outsourcing of information systems
functions", Journal of Management Information Systems, Spring,
12(4), 1996, pp. 89-116.
[27] S. M. Apte, M. G. Sobol, S. Hanaoka, T. Shimada, T. Saarinen, T.
Salmela, T. and A. P. Vepsalainen, "IS outsourcing practices in the
USA, Japan and Finland: a comparative study", Journal of
Information Technology, 12(4), 1997, pp. 289-304.
[28] M. Hurley and F. Schaumann, "KPMG survey: The IT outsourcing
decision", Information Management & Computer Security, 5(4),
1997, pp. 126-132.
[29] C. Saunders, M. Gebelt and Q. Hu, "Achieving success in
information systems outsourcing", California Management Review,
39(2), Winter, 1997, pp. 63-79.
[30] S. Ang and D. Straub, "Production and transaction economies and IS
outsourcing: a study of the U.S. banking industry", MIS Quarterly,
December, 22(4), 1998, pp. 535-552.
[31] L. Laios and S. Moschuris, "An empirical examination of
outsourcing decisions", Journal of Supply Chain Management,
35(1), Winter, 1999, pp. 33-41.
[32] M.C. Lacity and L. P. Wilcocks, "Survey of IT outsourcing
experiences in US and UK organizations", Journal of Global
Information Management, 8(2), 2000, pp.5-23.
[33] M. Hancox, and R. Hackney, "IT outsourcing: frameworks for
conceptualizing practice and perception", Information Systems 10,
2000, pp. 217-237.
[34] J. Barthelemy, "The hidden costs of IT outsourcing, MIT Sloan
Management Review", Spring, 42(3), 2001, pp. 60-69.
[35] N. Khalfan, and A. Alshawaf, "IS/IT outsourcing practices in the
public health sector of Kuwait: a contingency approach", Logistics
Information Management, 16(3/4), 2003, pp. 215-228.
[36] C. Lin, and G. Pervan, G., "The practice of IS/IT benefits
management in large Australian organizations", Information &
Management, 41(1), 2003, 13-24.
[37] N. Beaumont and A. Sohal, "Outsourcing in Australia",
International Journal of Operations and Production Management,
24(7), 2004, pp. 688-700.
[38] J. N. Lee, S.M. Miranda and Y. M. Kim, "IT outsourcing strategies:
universalistic, contingency and configurationally explanations of
success", Information Systems Research, June, 15(2), 2004, pp. 110-
131.
[39] E. Claver, R. Gonzalez, J. Gasco, J. and J. Llopis, "Information
systems outsourcing: reasons, reservations and success factors",
Logistics Information Management, 15(4), 2004, pp. 294-308.
[40] M. Serapio, "International outsourcing in information technology",
Research Technology Management, 48(4), 2005, pp. 6-8.
[41] J. Barthelemy and D. Geyer, D., "An empirical examination of IT
outsourcing versus quasi-outsourcing in France and Germany",
Information & Management, 42(4), 2005, pp. 533-542.
[42] J.Y. Park and J.S Kim, "The impact of IS outsourcing on service
quality and maintenance efforts", Information & Management,
42(2), 2005, pp. 261-274.
[43] K.E. Fish and J. Seydel, "Where IT outsourcing is and where IT is
going: a study across functions and department sizes", Journal of
Computer Information Systems, 2006, pp. 96-103.
[44] D. Whitten and R. L. Wakefield, "Measuring switching costs in IT
outsourcing services", Journal of Strategic Information Systems, 15,
2006, pp. 219-248.
[45] B. Whitten and D. Leidner, "Bringing back IT: an analysis of the
decision to backsource or switch vendors, Decision Sciences", 37(4),
2006, pp. 605-621.
[46] J. Mao, J. Lee and C Deng, "Vendors- perspectives on trust and
control in offshore information systems", Information &
Management, 45, 2008, pp. 482-492.
[47] J. Goo, C. D. Huang, "Facilitating relational governance through
service level agreements in IT outsourcings: An application of the
commitment-trust theory", Decision Support Systems, 46, 2008, pp.
216-232.
[48] M. F. Thouin, J.J. Hoffman, E. W. Ford, "IT outsourcing and firmlevel
performance: a transaction cost perspective," Information and
Management, 46, 2009, pp. 463-469.
[49] M. Beasley, M. Bradford, B. Dehning, "The value impact of
strategic intent on forms engaged in information systems
outsourcing", International Journal of Accounting Information
Systems, 10, 2009, pp. 79-96.
[50] D. Whitten, S. Chakrabarty, and R. Wakefield, "The strategic choice
to continue outsourcing, switch vendors, or blacksource: do
switching costs matter?", Information and Management, 47, 2010,
pp. 167-175.
@article{"International Journal of Business, Human and Social Sciences:50788", author = "B. Terzioglu and E.S.K. Chan", title = "A Review of Survey Methodology Employedin IT Outsourcing", abstract = "The purpose of this paper is to provide an overview on methodological aspects of the information technology outsourcing (ITO) surveys, in an attempt to improve the data quality and reporting in survey research. It is based on a review of thirty articles on ITO surveys and focuses on two commonly explored dimensions of ITO, namely what are outsourced and why should there be ITO. This study highlights weaknesses in ITO surveys including lack of a clear definition of population, lack of information regarding the sampling method used, not citing the response rate, no information pertaining to pilot testing of survey instrument and absence of information on internal validity in the use or reporting of surveys. This study represents an attempt with a limited scope to point to shortfalls in the use survey methodology in ITO, and thus raise awareness among researchers in enhancing the reliability of survey findings.
", keywords = "ITO, information technology outsourcing,survey methodology", volume = "4", number = "6", pages = "666-9", }
