Do service-oriented IT architectures facilitate business process outsourcing?

Abstract How does a firm’s IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms’ essential operational infrastructure or “backbone”, we are interested in scrutinizing to what extent the kind of IT architecture affects a firm’s bou...
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Autor*in:	Beimborn, Daniel [verfasserIn] Joachim, Nils Weitzel, Tim

Format:	Artikel
Sprache:	Englisch

Erschienen:	2012

Schlagwörter:	Service-oriented architecture (SOA) Business process outsourcing (BPO) Sourcing flexibility Modularity Survey approach

Anmerkung:	© Gabler Verlag 2012

Übergeordnetes Werk:	Enthalten in: Journal of business economics - SP Gabler Verlag, 1924, 82(2012), Suppl 4 vom: Juli, Seite 77-108
Übergeordnetes Werk:	volume:82 ; year:2012 ; number:Suppl 4 ; month:07 ; pages:77-108

Links:	Volltext

DOI / URN:	10.1007/s11573-012-0583-y

Katalog-ID:	OLC2087572801

Internformat


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520			\|a Abstract How does a firm’s IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms’ essential operational infrastructure or “backbone”, we are interested in scrutinizing to what extent the kind of IT architecture affects a firm’s boundaries or the plasticity of its boundaries. Focusing on the particular concept of service-oriented architectures (SOA), we concretely ask: How does SOA affect business process outsourcing potentials? Since SOA is widely expected to modularize the IT implementation of business processes, it should increase business process outsourcing (BPO) in terms of buying in the provision of single business functionalities. We develop and empirically evaluate a theoretical model that conceptualizes the relationship between SOA and BPO. Questionnaire data from 115 firms give first evidence that SOA facilitates BPO. By increasing IT modularity, SOA supports BPO by increasing sourcing flexibility and, in particular, operational benefits, while at the same time lowering financial risks and strategic risks, such as lock-in. Overall, however, firms see SOA-based BPO mainly in an operational context with low hidden costs and little strategic benefits.
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allfields	10.1007/s11573-012-0583-y doi (DE-627)OLC2087572801 (DE-He213)s11573-012-0583-y-p DE-627 ger DE-627 rakwb eng 650 VZ 650 VZ 3,2 ssgn Beimborn, Daniel verfasserin aut Do service-oriented IT architectures facilitate business process outsourcing? 2012 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Gabler Verlag 2012 Abstract How does a firm’s IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms’ essential operational infrastructure or “backbone”, we are interested in scrutinizing to what extent the kind of IT architecture affects a firm’s boundaries or the plasticity of its boundaries. Focusing on the particular concept of service-oriented architectures (SOA), we concretely ask: How does SOA affect business process outsourcing potentials? Since SOA is widely expected to modularize the IT implementation of business processes, it should increase business process outsourcing (BPO) in terms of buying in the provision of single business functionalities. We develop and empirically evaluate a theoretical model that conceptualizes the relationship between SOA and BPO. Questionnaire data from 115 firms give first evidence that SOA facilitates BPO. By increasing IT modularity, SOA supports BPO by increasing sourcing flexibility and, in particular, operational benefits, while at the same time lowering financial risks and strategic risks, such as lock-in. Overall, however, firms see SOA-based BPO mainly in an operational context with low hidden costs and little strategic benefits. Service-oriented architecture (SOA) Business process outsourcing (BPO) Sourcing flexibility Modularity Survey approach Joachim, Nils aut Weitzel, Tim aut Enthalten in Journal of business economics SP Gabler Verlag, 1924 82(2012), Suppl 4 vom: Juli, Seite 77-108 (DE-627)129463663 (DE-600)201074-4 (DE-576)014828944 0044-2372 nnns volume:82 year:2012 number:Suppl 4 month:07 pages:77-108 https://doi.org/10.1007/s11573-012-0583-y lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW SSG-OPC-FOR GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_24 GBV_ILN_26 GBV_ILN_30 GBV_ILN_31 GBV_ILN_32 GBV_ILN_34 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_78 GBV_ILN_110 GBV_ILN_118 GBV_ILN_130 GBV_ILN_131 GBV_ILN_132 GBV_ILN_138 GBV_ILN_140 GBV_ILN_147 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_160 GBV_ILN_161 GBV_ILN_164 GBV_ILN_185 GBV_ILN_186 GBV_ILN_187 GBV_ILN_193 GBV_ILN_207 GBV_ILN_213 GBV_ILN_230 GBV_ILN_252 GBV_ILN_264 GBV_ILN_267 GBV_ILN_276 GBV_ILN_285 GBV_ILN_617 GBV_ILN_640 GBV_ILN_2002 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2012 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_2027 GBV_ILN_2035 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2062 GBV_ILN_2099 GBV_ILN_2108 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2148 GBV_ILN_2149 GBV_ILN_2153 GBV_ILN_2206 GBV_ILN_2351 GBV_ILN_4012 GBV_ILN_4029 GBV_ILN_4036 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4193 GBV_ILN_4247 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4266 GBV_ILN_4277 GBV_ILN_4302 GBV_ILN_4305 GBV_ILN_4311 GBV_ILN_4313 GBV_ILN_4314 GBV_ILN_4318 GBV_ILN_4319 GBV_ILN_4320 GBV_ILN_4321 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4329 GBV_ILN_4330 GBV_ILN_4333 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4700 AR 82 2012 Suppl 4 07 77-108
spelling	10.1007/s11573-012-0583-y doi (DE-627)OLC2087572801 (DE-He213)s11573-012-0583-y-p DE-627 ger DE-627 rakwb eng 650 VZ 650 VZ 3,2 ssgn Beimborn, Daniel verfasserin aut Do service-oriented IT architectures facilitate business process outsourcing? 2012 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Gabler Verlag 2012 Abstract How does a firm’s IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms’ essential operational infrastructure or “backbone”, we are interested in scrutinizing to what extent the kind of IT architecture affects a firm’s boundaries or the plasticity of its boundaries. Focusing on the particular concept of service-oriented architectures (SOA), we concretely ask: How does SOA affect business process outsourcing potentials? Since SOA is widely expected to modularize the IT implementation of business processes, it should increase business process outsourcing (BPO) in terms of buying in the provision of single business functionalities. We develop and empirically evaluate a theoretical model that conceptualizes the relationship between SOA and BPO. Questionnaire data from 115 firms give first evidence that SOA facilitates BPO. By increasing IT modularity, SOA supports BPO by increasing sourcing flexibility and, in particular, operational benefits, while at the same time lowering financial risks and strategic risks, such as lock-in. Overall, however, firms see SOA-based BPO mainly in an operational context with low hidden costs and little strategic benefits. Service-oriented architecture (SOA) Business process outsourcing (BPO) Sourcing flexibility Modularity Survey approach Joachim, Nils aut Weitzel, Tim aut Enthalten in Journal of business economics SP Gabler Verlag, 1924 82(2012), Suppl 4 vom: Juli, Seite 77-108 (DE-627)129463663 (DE-600)201074-4 (DE-576)014828944 0044-2372 nnns volume:82 year:2012 number:Suppl 4 month:07 pages:77-108 https://doi.org/10.1007/s11573-012-0583-y lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW SSG-OPC-FOR GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_24 GBV_ILN_26 GBV_ILN_30 GBV_ILN_31 GBV_ILN_32 GBV_ILN_34 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_78 GBV_ILN_110 GBV_ILN_118 GBV_ILN_130 GBV_ILN_131 GBV_ILN_132 GBV_ILN_138 GBV_ILN_140 GBV_ILN_147 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_160 GBV_ILN_161 GBV_ILN_164 GBV_ILN_185 GBV_ILN_186 GBV_ILN_187 GBV_ILN_193 GBV_ILN_207 GBV_ILN_213 GBV_ILN_230 GBV_ILN_252 GBV_ILN_264 GBV_ILN_267 GBV_ILN_276 GBV_ILN_285 GBV_ILN_617 GBV_ILN_640 GBV_ILN_2002 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2012 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_2027 GBV_ILN_2035 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2062 GBV_ILN_2099 GBV_ILN_2108 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2148 GBV_ILN_2149 GBV_ILN_2153 GBV_ILN_2206 GBV_ILN_2351 GBV_ILN_4012 GBV_ILN_4029 GBV_ILN_4036 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4193 GBV_ILN_4247 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4266 GBV_ILN_4277 GBV_ILN_4302 GBV_ILN_4305 GBV_ILN_4311 GBV_ILN_4313 GBV_ILN_4314 GBV_ILN_4318 GBV_ILN_4319 GBV_ILN_4320 GBV_ILN_4321 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4329 GBV_ILN_4330 GBV_ILN_4333 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4700 AR 82 2012 Suppl 4 07 77-108
allfields_unstemmed	10.1007/s11573-012-0583-y doi (DE-627)OLC2087572801 (DE-He213)s11573-012-0583-y-p DE-627 ger DE-627 rakwb eng 650 VZ 650 VZ 3,2 ssgn Beimborn, Daniel verfasserin aut Do service-oriented IT architectures facilitate business process outsourcing? 2012 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Gabler Verlag 2012 Abstract How does a firm’s IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms’ essential operational infrastructure or “backbone”, we are interested in scrutinizing to what extent the kind of IT architecture affects a firm’s boundaries or the plasticity of its boundaries. Focusing on the particular concept of service-oriented architectures (SOA), we concretely ask: How does SOA affect business process outsourcing potentials? Since SOA is widely expected to modularize the IT implementation of business processes, it should increase business process outsourcing (BPO) in terms of buying in the provision of single business functionalities. We develop and empirically evaluate a theoretical model that conceptualizes the relationship between SOA and BPO. Questionnaire data from 115 firms give first evidence that SOA facilitates BPO. By increasing IT modularity, SOA supports BPO by increasing sourcing flexibility and, in particular, operational benefits, while at the same time lowering financial risks and strategic risks, such as lock-in. Overall, however, firms see SOA-based BPO mainly in an operational context with low hidden costs and little strategic benefits. Service-oriented architecture (SOA) Business process outsourcing (BPO) Sourcing flexibility Modularity Survey approach Joachim, Nils aut Weitzel, Tim aut Enthalten in Journal of business economics SP Gabler Verlag, 1924 82(2012), Suppl 4 vom: Juli, Seite 77-108 (DE-627)129463663 (DE-600)201074-4 (DE-576)014828944 0044-2372 nnns volume:82 year:2012 number:Suppl 4 month:07 pages:77-108 https://doi.org/10.1007/s11573-012-0583-y lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW SSG-OPC-FOR GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_24 GBV_ILN_26 GBV_ILN_30 GBV_ILN_31 GBV_ILN_32 GBV_ILN_34 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_78 GBV_ILN_110 GBV_ILN_118 GBV_ILN_130 GBV_ILN_131 GBV_ILN_132 GBV_ILN_138 GBV_ILN_140 GBV_ILN_147 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_160 GBV_ILN_161 GBV_ILN_164 GBV_ILN_185 GBV_ILN_186 GBV_ILN_187 GBV_ILN_193 GBV_ILN_207 GBV_ILN_213 GBV_ILN_230 GBV_ILN_252 GBV_ILN_264 GBV_ILN_267 GBV_ILN_276 GBV_ILN_285 GBV_ILN_617 GBV_ILN_640 GBV_ILN_2002 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2012 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_2027 GBV_ILN_2035 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2062 GBV_ILN_2099 GBV_ILN_2108 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2148 GBV_ILN_2149 GBV_ILN_2153 GBV_ILN_2206 GBV_ILN_2351 GBV_ILN_4012 GBV_ILN_4029 GBV_ILN_4036 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4193 GBV_ILN_4247 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4266 GBV_ILN_4277 GBV_ILN_4302 GBV_ILN_4305 GBV_ILN_4311 GBV_ILN_4313 GBV_ILN_4314 GBV_ILN_4318 GBV_ILN_4319 GBV_ILN_4320 GBV_ILN_4321 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4329 GBV_ILN_4330 GBV_ILN_4333 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4700 AR 82 2012 Suppl 4 07 77-108
allfieldsGer	10.1007/s11573-012-0583-y doi (DE-627)OLC2087572801 (DE-He213)s11573-012-0583-y-p DE-627 ger DE-627 rakwb eng 650 VZ 650 VZ 3,2 ssgn Beimborn, Daniel verfasserin aut Do service-oriented IT architectures facilitate business process outsourcing? 2012 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Gabler Verlag 2012 Abstract How does a firm’s IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms’ essential operational infrastructure or “backbone”, we are interested in scrutinizing to what extent the kind of IT architecture affects a firm’s boundaries or the plasticity of its boundaries. Focusing on the particular concept of service-oriented architectures (SOA), we concretely ask: How does SOA affect business process outsourcing potentials? Since SOA is widely expected to modularize the IT implementation of business processes, it should increase business process outsourcing (BPO) in terms of buying in the provision of single business functionalities. We develop and empirically evaluate a theoretical model that conceptualizes the relationship between SOA and BPO. Questionnaire data from 115 firms give first evidence that SOA facilitates BPO. By increasing IT modularity, SOA supports BPO by increasing sourcing flexibility and, in particular, operational benefits, while at the same time lowering financial risks and strategic risks, such as lock-in. Overall, however, firms see SOA-based BPO mainly in an operational context with low hidden costs and little strategic benefits. Service-oriented architecture (SOA) Business process outsourcing (BPO) Sourcing flexibility Modularity Survey approach Joachim, Nils aut Weitzel, Tim aut Enthalten in Journal of business economics SP Gabler Verlag, 1924 82(2012), Suppl 4 vom: Juli, Seite 77-108 (DE-627)129463663 (DE-600)201074-4 (DE-576)014828944 0044-2372 nnns volume:82 year:2012 number:Suppl 4 month:07 pages:77-108 https://doi.org/10.1007/s11573-012-0583-y lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW SSG-OPC-FOR GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_24 GBV_ILN_26 GBV_ILN_30 GBV_ILN_31 GBV_ILN_32 GBV_ILN_34 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_78 GBV_ILN_110 GBV_ILN_118 GBV_ILN_130 GBV_ILN_131 GBV_ILN_132 GBV_ILN_138 GBV_ILN_140 GBV_ILN_147 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_160 GBV_ILN_161 GBV_ILN_164 GBV_ILN_185 GBV_ILN_186 GBV_ILN_187 GBV_ILN_193 GBV_ILN_207 GBV_ILN_213 GBV_ILN_230 GBV_ILN_252 GBV_ILN_264 GBV_ILN_267 GBV_ILN_276 GBV_ILN_285 GBV_ILN_617 GBV_ILN_640 GBV_ILN_2002 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2012 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_2027 GBV_ILN_2035 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2062 GBV_ILN_2099 GBV_ILN_2108 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2148 GBV_ILN_2149 GBV_ILN_2153 GBV_ILN_2206 GBV_ILN_2351 GBV_ILN_4012 GBV_ILN_4029 GBV_ILN_4036 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4193 GBV_ILN_4247 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4266 GBV_ILN_4277 GBV_ILN_4302 GBV_ILN_4305 GBV_ILN_4311 GBV_ILN_4313 GBV_ILN_4314 GBV_ILN_4318 GBV_ILN_4319 GBV_ILN_4320 GBV_ILN_4321 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4329 GBV_ILN_4330 GBV_ILN_4333 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4700 AR 82 2012 Suppl 4 07 77-108
allfieldsSound	10.1007/s11573-012-0583-y doi (DE-627)OLC2087572801 (DE-He213)s11573-012-0583-y-p DE-627 ger DE-627 rakwb eng 650 VZ 650 VZ 3,2 ssgn Beimborn, Daniel verfasserin aut Do service-oriented IT architectures facilitate business process outsourcing? 2012 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Gabler Verlag 2012 Abstract How does a firm’s IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms’ essential operational infrastructure or “backbone”, we are interested in scrutinizing to what extent the kind of IT architecture affects a firm’s boundaries or the plasticity of its boundaries. Focusing on the particular concept of service-oriented architectures (SOA), we concretely ask: How does SOA affect business process outsourcing potentials? Since SOA is widely expected to modularize the IT implementation of business processes, it should increase business process outsourcing (BPO) in terms of buying in the provision of single business functionalities. We develop and empirically evaluate a theoretical model that conceptualizes the relationship between SOA and BPO. Questionnaire data from 115 firms give first evidence that SOA facilitates BPO. By increasing IT modularity, SOA supports BPO by increasing sourcing flexibility and, in particular, operational benefits, while at the same time lowering financial risks and strategic risks, such as lock-in. Overall, however, firms see SOA-based BPO mainly in an operational context with low hidden costs and little strategic benefits. Service-oriented architecture (SOA) Business process outsourcing (BPO) Sourcing flexibility Modularity Survey approach Joachim, Nils aut Weitzel, Tim aut Enthalten in Journal of business economics SP Gabler Verlag, 1924 82(2012), Suppl 4 vom: Juli, Seite 77-108 (DE-627)129463663 (DE-600)201074-4 (DE-576)014828944 0044-2372 nnns volume:82 year:2012 number:Suppl 4 month:07 pages:77-108 https://doi.org/10.1007/s11573-012-0583-y lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW SSG-OPC-FOR GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_24 GBV_ILN_26 GBV_ILN_30 GBV_ILN_31 GBV_ILN_32 GBV_ILN_34 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_78 GBV_ILN_110 GBV_ILN_118 GBV_ILN_130 GBV_ILN_131 GBV_ILN_132 GBV_ILN_138 GBV_ILN_140 GBV_ILN_147 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_160 GBV_ILN_161 GBV_ILN_164 GBV_ILN_185 GBV_ILN_186 GBV_ILN_187 GBV_ILN_193 GBV_ILN_207 GBV_ILN_213 GBV_ILN_230 GBV_ILN_252 GBV_ILN_264 GBV_ILN_267 GBV_ILN_276 GBV_ILN_285 GBV_ILN_617 GBV_ILN_640 GBV_ILN_2002 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2012 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_2027 GBV_ILN_2035 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2062 GBV_ILN_2099 GBV_ILN_2108 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2148 GBV_ILN_2149 GBV_ILN_2153 GBV_ILN_2206 GBV_ILN_2351 GBV_ILN_4012 GBV_ILN_4029 GBV_ILN_4036 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4193 GBV_ILN_4247 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4266 GBV_ILN_4277 GBV_ILN_4302 GBV_ILN_4305 GBV_ILN_4311 GBV_ILN_4313 GBV_ILN_4314 GBV_ILN_4318 GBV_ILN_4319 GBV_ILN_4320 GBV_ILN_4321 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4329 GBV_ILN_4330 GBV_ILN_4333 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4700 AR 82 2012 Suppl 4 07 77-108
language	English
source	Enthalten in Journal of business economics 82(2012), Suppl 4 vom: Juli, Seite 77-108 volume:82 year:2012 number:Suppl 4 month:07 pages:77-108
sourceStr	Enthalten in Journal of business economics 82(2012), Suppl 4 vom: Juli, Seite 77-108 volume:82 year:2012 number:Suppl 4 month:07 pages:77-108
format_phy_str_mv	Article
institution	findex.gbv.de
topic_facet	Service-oriented architecture (SOA) Business process outsourcing (BPO) Sourcing flexibility Modularity Survey approach
dewey-raw	650
isfreeaccess_bool	false
container_title	Journal of business economics
authorswithroles_txt_mv	Beimborn, Daniel @@aut@@ Joachim, Nils @@aut@@ Weitzel, Tim @@aut@@
publishDateDaySort_date	2012-07-01T00:00:00Z
hierarchy_top_id	129463663
dewey-sort	3650
id	OLC2087572801
language_de	englisch
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author	Beimborn, Daniel
spellingShingle	Beimborn, Daniel ddc 650 ssgn 3,2 misc Service-oriented architecture (SOA) misc Business process outsourcing (BPO) misc Sourcing flexibility misc Modularity misc Survey approach Do service-oriented IT architectures facilitate business process outsourcing?
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title	Do service-oriented IT architectures facilitate business process outsourcing?
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title_full	Do service-oriented IT architectures facilitate business process outsourcing?
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title_sort	do service-oriented it architectures facilitate business process outsourcing?
title_auth	Do service-oriented IT architectures facilitate business process outsourcing?
abstract	Abstract How does a firm’s IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms’ essential operational infrastructure or “backbone”, we are interested in scrutinizing to what extent the kind of IT architecture affects a firm’s boundaries or the plasticity of its boundaries. Focusing on the particular concept of service-oriented architectures (SOA), we concretely ask: How does SOA affect business process outsourcing potentials? Since SOA is widely expected to modularize the IT implementation of business processes, it should increase business process outsourcing (BPO) in terms of buying in the provision of single business functionalities. We develop and empirically evaluate a theoretical model that conceptualizes the relationship between SOA and BPO. Questionnaire data from 115 firms give first evidence that SOA facilitates BPO. By increasing IT modularity, SOA supports BPO by increasing sourcing flexibility and, in particular, operational benefits, while at the same time lowering financial risks and strategic risks, such as lock-in. Overall, however, firms see SOA-based BPO mainly in an operational context with low hidden costs and little strategic benefits. © Gabler Verlag 2012
abstractGer	Abstract How does a firm’s IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms’ essential operational infrastructure or “backbone”, we are interested in scrutinizing to what extent the kind of IT architecture affects a firm’s boundaries or the plasticity of its boundaries. Focusing on the particular concept of service-oriented architectures (SOA), we concretely ask: How does SOA affect business process outsourcing potentials? Since SOA is widely expected to modularize the IT implementation of business processes, it should increase business process outsourcing (BPO) in terms of buying in the provision of single business functionalities. We develop and empirically evaluate a theoretical model that conceptualizes the relationship between SOA and BPO. Questionnaire data from 115 firms give first evidence that SOA facilitates BPO. By increasing IT modularity, SOA supports BPO by increasing sourcing flexibility and, in particular, operational benefits, while at the same time lowering financial risks and strategic risks, such as lock-in. Overall, however, firms see SOA-based BPO mainly in an operational context with low hidden costs and little strategic benefits. © Gabler Verlag 2012
abstract_unstemmed	Abstract How does a firm’s IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms’ essential operational infrastructure or “backbone”, we are interested in scrutinizing to what extent the kind of IT architecture affects a firm’s boundaries or the plasticity of its boundaries. Focusing on the particular concept of service-oriented architectures (SOA), we concretely ask: How does SOA affect business process outsourcing potentials? Since SOA is widely expected to modularize the IT implementation of business processes, it should increase business process outsourcing (BPO) in terms of buying in the provision of single business functionalities. We develop and empirically evaluate a theoretical model that conceptualizes the relationship between SOA and BPO. Questionnaire data from 115 firms give first evidence that SOA facilitates BPO. By increasing IT modularity, SOA supports BPO by increasing sourcing flexibility and, in particular, operational benefits, while at the same time lowering financial risks and strategic risks, such as lock-in. Overall, however, firms see SOA-based BPO mainly in an operational context with low hidden costs and little strategic benefits. © Gabler Verlag 2012
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title_short	Do service-oriented IT architectures facilitate business process outsourcing?
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