Get Instant Access
to This Blueprint

Applications icon

Define a Sourcing Strategy for Your Development Team

Choose the right resourcing strategy to keep pace with your rapidly changing application and development needs.

  • Hiring quality development team resources is becoming increasingly difficult and costly in most domestic markets.
  • Firms are seeking to do more with less and increase their development team throughput.
  • Globalization and increased competition are driving a need for more innovation in your applications.
  • Firms want more cost certainty and tighter control of their development investment.

Our Advice

Critical Insight

  • Choosing the right sourcing strategy is not just a question of technical skills! Successful sourcing is based on matching your organization’s culture, knowledge, and experiences to the right choice of internal or external partnership.

Impact and Result

  • We will help you build a sourcing strategy document for your application portfolio.
  • We will examine your portfolio and organization from three different perspectives to enable you to determine the right approach:
    • From a business perspective, reliance on the business, strategic value of the product, and maturity of product ownership are critical.
    • From an organizational perspective, you must examine your culture for communication processes, conflict resolution methods, vendor management skills, and geographic coverage.
    • From a technical perspective, consider integration complexity, environmental complexity, and testing processes.

Define a Sourcing Strategy for Your Development Team Research & Tools

1. Define a Sourcing Strategy for Your Development Team Storyboard – A guide to help you choose the right resourcing strategy to keep pace with your rapidly changing application and development needs.

This project will help you define a sourcing strategy for your application development team by assessing key factors about your products and your organization, including critical business, technical, and organizational factors. Use this analysis to select the optimal sourcing strategy for each situation.

2. Define a Sourcing Strategy Workbook – A tool to capture the results of activities to build your sourcing strategy.

This workbook is designed to capture the results of the activities in the storyboard. Each worksheet corresponds with an activity from the deck. The workbook is also a living artifact that should be updated periodically as the needs of your team and organization change.


Define a Sourcing Strategy for Your Development Team

Choose the right resourcing strategy to keep pace with your rapidly changing application and development needs.

Analyst Perspective

Choosing the right sourcing strategy for your development team is about assessing your technical situation, your business needs, your organizational culture, and your ability to manage partners!

Photo of Dr. Suneel Ghei, Principal Research Director, Application Development, Info-Tech Research Group

Firms today are under continuous pressure to innovate and deliver new features to market faster while at the same time controlling costs. This has increased the need for higher throughput in their development teams along with a broadening of skills and knowledge. In the face of these challenges, there is a new focus on how firms source their development function. Should they continue to hire internally, offshore, or outsource? How do they decide which strategy is the right fit?

Info-Tech’s research shows that the sourcing strategy considerations have evolved beyond technical skills and costs. Identifying the right strategy has become a function of the characteristics of the organization, its culture, its reliance on the business for knowledge, its strategic value of the application, its vendor management skills, and its ability to internalize external knowledge. By assessing these factors firms can identify the best sourcing mix for their development portfolios.

Dr. Suneel Ghei
Principal Research Director, Application Development
Info-Tech Research Group

Executive Summary

Your Challenge
  • Hiring quality development team resources is becoming increasingly difficult and costly in most domestic markets.
  • Firms are seeking to do more with less and increase their development team throughput.
  • Globalization and increased competition is driving a need for more innovation in your applications.
  • Firms want more cost certainty and tighter control of their development investment.
Common Obstacles
  • Development leaders are encouraged to manage contract terms and SLAs rather than build long-term relationships.
  • People believe that outsourcing means you will permanently lose the knowledge around solutions.
  • Moving work outside of the current team creates motivational and retention challenges that can be difficult to overcome.
Info-Tech’s Approach
  • Looking at this from these three perspectives will enable you to determine the right approach:
    1. From a business perspective, reliance on the business, strategic value of the product, and maturity of product ownership are critical.
    2. From an organizational perspective, you must examine your culture for communication processes, conflict resolution methods, vendor management skills, and geographic coverage
    3. From a technical perspective, consider integration complexity, environment complexity, and testing processes.

Info-Tech Insight

Choosing the right sourcing strategy is not just a question of technical skills! Successful sourcing is based on matching your organization’s culture, knowledge, and experiences to the right choice of internal or external partnership.

Define a sourcing strategy for your development team

Business
  • Business knowledge/ expertise required
  • Product owner maturity
Technical
  • Complexity and maturity of technical environment
  • Required level of integration
Organizational
  • Company culture
  • Desired geographic proximity
  • Required vendor management skills
  1. Assess your current delivery posture for challenges and impediments.
  2. Decide whether to build or buy a solution.
  3. Select your desired sourcing strategy based on your current state and needs.
Example sourcing strategy with initiatives like 'Client-Facing Apps' and 'ERP Software' assigned to 'Onshore Dev', 'Outsource Team', 'Offshore Dev', 'Outsource App (Buy)', 'Outsource Dev', or 'Outsource Roles'.

Three Perspectives +

Three Steps =

Your Sourcing Strategy

Diverse sourcing is used by many firms

Many firms across all industries are making use of different sourcing strategies to drive innovation and solve business issues.

According to a report by ReportLinker the global IT services outsourcing market reached US$413.8 billion in 2021.

In a recent study of Canadian software firms, it was found that almost all firms take advantage of outside knowledge in their application development process. In most cases these firms also use outside resources to do development work, and about half the time they use externally built software packages in their products (Ghei, 2020)!

Info-Tech Insight

In today’s diverse global markets, firms that wish to stay competitive must have a defined ability to take advantage of external knowledge and to optimize their IT services spend.

Modeling Absorptive Capacity for Open Innovation in the Canadian Software Industry (Source: Ghei, 2020; n=54.)

56% of software development firms are sourcing applications instead of resources.

68% of firms are sourcing external resources to develop software products.

91% of firms are leveraging knowledge from external sources.

Internal sourcing models

Insourcing comes in three distinct flavors

Geospatial map giving example locations for the three internal sourcing models. In this example, 'Head Office' is located in North America, 'Onshore' is 'Located in the same area or even office as your core business resources. Relative Cost: $$$', 'Near Shore' is 'Typically, within 1-3 time zones for ease of collaboration where more favorable resource costs exist. Relative Cost: $$', and 'Offshore' is 'Located in remote markets where significant labor cost savings can be realized. Relative Cost: $'.

Info-Tech Insight

Insourcing allows you to stay close to more strategic applications. But choosing the right model requires a strong look inside your organization and your ability to provide business knowledge support to developers who may have different skills and cultures and are in different geographies.

Outsourcing models

External sourcing can be done to different degrees

Outsource Roles
  • Enables resource augmentation
  • Typically based on skills needs
  • Short-term outsourcing with eventual integration or dissolution
Outsource Teams (or Projects)
  • Use of a full team or multiple teams of vendor resources
  • Meant to be temporary, with knowledge transfer at the end of the project
Outsource Products
  • Use of a vendor to build, maintain, and support the full product
  • Requires a high degree of contract management skill

Info-Tech Insight

Outsourcing represents one of the most popular ways for organizations to source external knowledge and skills. The choice of model is a function of the organization’s ability to support the external resources and to absorb the knowledge back into the organization.

Defining your sourcing strategy

Follow the steps below to identify the best match for your organization

Review Your Current Situation

Review the issues and opportunities related to application development and categorize them based on the key factors.

Arrow pointing right. Assess Build Versus Buy

Before choosing a sourcing model you must assess whether a particular product or function should be bought as a package or developed.

Arrow pointing right. Choose the Right Sourcing Strategy

Based on the research, use the modeling tool to match the situation to the appropriate sourcing solution.

Step 1.1

Review Your Current Situation

Activities
  • 1.1.1 Identify and categorize your challenges

This step involves the following participants:

  • Product management team
  • Software development leadership team
  • Key stakeholders
Outcomes of this step

Review your current delivery posture for challenges and impediments.

Define a Sourcing Strategy for Your Development Team
Step 1.1 Step 1.2 Step 1.3

Review your situation

There are three key areas to examine in your current situation:

Business Challenges
  • Do you need to gain new knowledge to drive innovation?
  • Does your business need to enhance its software to improve its ability to compete in the market?
  • Do you need to increase your speed of innovation?

Technology Challenges

  • Are you being asked to take tighter control of your development budgets?
  • Does your team need to expand their skills and knowledge?
  • Do you need to increase your development speed and capacity?

Market Challenges

  • Is your competition seen as more innovative?
  • Do you need new features to attract new clients?
  • Are you struggling to find highly skilled and knowledgeable development resources?
Stock image of multi-colored arrows travelling in a line together before diverging.

Info-Tech Insight

Sourcing is a key tool to solve business and technical challenges and enhance market competitiveness when coupled with a robust definition of objectives and a way to measure success.

1.1.1 Identify and categorize your challenges

60 minutes

Output: List of the key challenges in your software lifecycle. Breakdown of the list into categories to identify opportunities for sourcing

Participants: Product management team, Software development leadership team, Key stakeholders

  1. What challenge is your firm is facing with respect to your software that you think sourcing can address? (20 minutes)
  2. Is the challenge related to a business outcome, development methodology, or technology challenge? (10 minutes)
  3. Is the challenge due to a skills gap, budget or resource challenge, throughput issue, or a broader organizational knowledge or process issue? (10 minutes)
  4. What is the specific objective for the team/leader in addressing this challenge? (15 minutes)
  5. How will you measure progress and achievement of this objective? (5 minutes)

Document results in the Define a Sourcing Strategy Workbook

Identify and categorize your challenges

Sample table for identifying and categorizing challenges, with column groups 'Challenge' and 'Success Measures' containing headers 'Issue, 'Category', 'Breadth', and 'Stakeholder' in the former, and 'Objective' and 'Measurement' in the latter.

Step 1.2

Assess Build Versus Buy

Activities
  • 1.2.1 Understand the benefits and drawbacks of build versus buy in your organizational context

This step involves the following participants:

  • Product management team
  • Software development leadership team
  • Key stakeholders

Outcomes of this step

Understand in your context the benefits and drawbacks of build versus buy, leveraging Info-Tech’s recommended definitions as a starting point.

Define a Sourcing Strategy for Your Development Team

Step 1.1 Step 1.2 Step 1.3

Look vertically across the IT hierarchy to assess the impact of your decision at every level

IT Hierarchy with 'Enterprise' at the top, branching out to 'Portfolio', then to 'Solution' at the bottom. The top is 'Strategic', the bottom 'Operational'.

Regardless of the industry, a common and challenging dilemma facing technology teams is to determine when they should build software or systems in-house versus when they should rely wholly on an outside vendor for delivering on their technology needs.

The answer is not as cut and dried as one would expect. Any build versus buy decision may have an impact on strategic and operational plans. It touches every part of the organization, starting with individual projects and rolling up to the enterprise strategy.

Info-Tech Insight

Do not ignore the impact of a build or buy decision on the various management levels in an IT organization.

Deciding whether to build or buy

It is as much about what you gain as it is about what problem you choose to have

BUILD BUY

Multi-Source Best of Breed

Integrate various technologies that provide subset(s) of the features needed for supporting the business functions.

Vendor Add-Ons & Integrations

Enhance an existing vendor’s offerings by using their system add-ons either as upgrades, new add-ons, or integrations.
Pros
  • Flexibility in choice of tools
  • In some cases, cost may be lower
  • Easier to enhance with in-house teams
Cons
  • Introduces tool sprawl
  • Requires resources to understand tools and how they integrate
  • Some of the tools necessary may not be compatible with one another
Pros
  • Reduces tool sprawl
  • Supports consistent tool stack
  • Vendor support can make enhancement easier
  • Total cost of ownership may be lower
Cons
  • Vendor lock-in
  • The processes to enhance may require tweaking to fit tool capability

Multi-Source Custom

Integrate systems built in-house with technologies developed by external organizations.

Single Source

Buy an application/system from one vendor only.
Pros
  • Flexibility in choice of tools
  • In some cases, cost may be lower
  • Easier to enhance with in-house teams
Cons
  • May introduce tool sprawl
  • Requires resources to have strong technical skills
  • Some of the tools necessary may not be compatible with one another
Pros
  • Reduces tool sprawl
  • Supports consistent tool stack
  • Vendor support can make enhancement easier
  • Total cost of ownership may be lower
Cons
  • Vendor lock-in
  • The processes to enhance may require tweaking to fit tool capability

1.2.1 Understand the benefits and drawbacks of build versus buy in your organizational context

30 minutes

Output: A common understanding of the different approaches to build versus buy applied to your organizational context

Participants: Product management team, Software development leadership team, Key stakeholders

  1. Look at the previous slide, Deciding whether to build or buy.
  2. Discuss the pros and cons listed for each approach.
    1. Do they apply in your context? Why or why not?
    2. Are there some approaches not applicable in terms of how you wish to work?
  3. Record the curated list of pros and cons for the different build/buy approaches.
  4. For each approach, arrange the pros and cons in order of importance.

Document results in the Define a Sourcing Strategy Workbook

Step 1.3

Choose the Right Sourcing Strategy

Activities
  • 1.3.1 Determine the right sourcing strategy for your needs

This step involves the following participants:

  • Product management team
  • Software development leadership team
  • Key stakeholders

Outcomes of this step

Choose your desired sourcing strategy based on your current state and needs.

Define a Sourcing Strategy for Your Development Team

Step 1.1 Step 1.2 Step 1.3

Choose the right sourcing strategy

  • Based on our research, finding the right sourcing strategy for a particular situation is a function of three key areas:
    • Business drivers
    • Organizational drivers
    • Technical drivers
  • Each area has key characteristics that must be assessed to confirm which strategy is best suited for the situation.
  • Once you have assessed the factors and ranked them from low to high, we can then match your results with the best-fit strategy.
Business
  • Business knowledge/ expertise required
  • Product owner maturity

Technical

  • Complexity and maturity of technical environment
  • Required level of integration

Organizational

  • Your culture
  • Desired geographic proximity
  • Required vendor management skills

Business drivers

To choose the right sourcing strategy, you need to assess your key drivers of delivery

Product Knowledge
  • The level of business involvement required to support the development team is a critical factor in determining the sourcing model.
  • Both the breadth and depth of involvement are critical factors.
Strategic Value
  • The strategic value of the application to the company is also a critical component.
  • The more strategic the application is to the company, the closer the sourcing should be maintained.
  • Value can be assessed based on the revenue derived from the application and the depth of use of the application by the organization.
Product Ownership Maturity
  • To support sourcing models that move further from organizational boundaries a strong product ownership function is required.
  • Product owners should ideally be fully allocated to the role and engaged with the development teams.
  • Product owners should be empowered to make decisions related to the product, its vision, and its roadmap.
  • The higher their allocation and empowerment, the higher the chances of success in external sourcing engagements.
Stock image of a person running up a line with a positive trend.

Case Study: The GoodLabs Studio Experience Logo for GoodLabs Studio.

INDUSTRY: Software Development | SOURCE: Interview with Thomas Lo, Co-Founder, GoodLabs Studio
Built to Outsource Development Teams
  • GoodLabs is an advanced software innovation studio that provides bespoke team extensions or turnkey digital product development with high-caliber software engineers.
  • Unlike other consulting firms, GoodLabs works very closely with its customers as a unified team to deliver the most significant impact on clients’ projects.
  • With this approach, it optimizes the delivery of strong software engineering skills with integrated product ownership from the client, enabling long-term and continued success for its clients.
Results
  • GoodLabs is able to attract top engineering talent by focusing on a variety of complex projects that materially benefit from technical solutions, such as cybersecurity, fraud detection, and AI syndrome surveillance.
  • Taking a partnership approach with the clients has led to the successful delivery of many highly innovative and challenging projects for the customers.

Organizational drivers

To choose the right sourcing strategy for a particular problem you need to assess the organization’s key capabilities

Stock photo of someone placing blocks with illustrated professionals one on top of the other. Vendor Management
  • Vendor management is a critical skill for effective external sourcing.
  • This can be assessed based on the organization’s ability to cultivate and grow long-term relationships of mutual value.
  • The longevity and growth of existing vendor relationships can be a good benchmark for future success.
Absorptive Capacity
  • To effectively make use of external sourcing models, the organization must have a well-developed track record of absorbing outside knowledge.
  • This can be assessed by looking at past cases where external knowledge was sourced and internalized, such as past vendor development engagements or use of open-source code.
Organizational Culture
  • Another factor in success of vendor engagements and long-term relationships is the matching of organizational cultures.
  • It is key to measure the organization’s current position on items like communication strategy, geographical dispersal, conflict resolution strategy, and hierarchical vs flat management.
  • These factors should be documented and matched with partners to determine the best fit.

Case Study: WCIRB California Logo for WCIRB California.

INDUSTRY: Workers Compensation Insurance | SOURCE: Interview with Roger Cottman, Senior VP and CIO, WCIRB California
Trying to Find the Right Match
  • WCIRB is finding it difficult to hire local resources in California.
  • Its application is a niche product. Since no off-the-shelf alternatives exist, the organization will require a custom application.
  • WCIRB is in the early stages of a digital platform project and is looking to bring in a partner to provide a full development team, with the goal of ideally bringing the application back in-house once it is built.
  • The organization is looking for a local player that will be able to integrate well with the business.
  • It has engaged with two mid-sized players but both have been slow to respond, so it is now considering alternative approaches.
Info-Tech’s Recommended Approach
  • WCIRB is finding that mid-sized players don’t fit its needs and is now looking for a larger player
  • Based on our research we have advised that WCIRB should ensure the partner is geographically close to its location and can be a strategic partner, not simply work on an individual project.

Technical drivers

To choose the right sourcing strategy for a particular problem you need to assess your technical situation and capabilities

Environment Complexity
  • The complexity of your technical environment is a hurdle that must be overcome for external sourcing models.
  • The number of environments used in the development lifecycle and the location of environments (physical, virtual, on-premises, or cloud) are key indicators.
Integration Requirements
  • The complexity of integration is another key technical driver.
  • The number of integrations required for the application is a good measuring stick. Will it require fewer than 5, 5-10, or more than 10?
Testing Capabilities
  • Testing of the application is a key technical driver of success for external models.
  • Having well-defined test cases, processes, and shared execution with the business are all steps that help drive success of external sourcing models.
  • Test automation can also help facilitate success of external models.
  • Measure the percentage of test cases that are standardized, the level of business involvement, and the percentage of test cases that are automated.
Stock image of pixelated light.

Case Study: Management Control Systems (MC Systems) Logo for MC Systems.

INDUSTRY: Technology Services | SOURCE: Interview with Kathryn Chin See, Business Development and Research Analyst, MC Systems
Seeking to Outsource Innovation
  • MC Systems is seeking to outsource its innovation function to get budget certainty on innovation and reduce costs. It is looking for a player that has knowledge of the application areas it is looking to enhance and that would augment its own business knowledge.
  • In previous outsourcing experiences with skills augmentation and application development the organization had issues related to the business depth and product ownership it could provide. The collaborations did not lead to success as MC Systems lacked product ownership and the ability to reintegrate the outside knowledge.
  • The organization is concerned about testing of a vendor-built application and how the application will be supported.
Info-Tech’s Recommended Approach
  • To date MC Systems has had success with its outsourcing approach when outsourcing specific work items.
  • It is now looking to expand to outsourcing an entire application.
  • Info-Tech’s recommendation is to seek partners who can take on development of the application.
  • MC Systems will still need resources to bring knowledge back in-house for testing and to provide operational support.

Choosing the right model


Legend for the table below using circles with quarters to represent Low (0 quarters) to High (4 quarters).
Determinant Key Questions to Ask Onshore Nearshore Offshore Outsource Role(s) Outsource Team Outsource Product(s)
Business Dependence How much do you rely on business resources during the development cycle? Circle with 4 quarters. Circle with 3 quarters. Circle with 1 quarter. Circle with 2 quarters. Circle with 1 quarter. Circle with 0 quarters.
Absorptive Capacity How successful has the organization been at bringing outside knowledge back into the firm? Circle with 0 quarters. Circle with 1 quarter. Circle with 1 quarter. Circle with 2 quarters. Circle with 1 quarter. Circle with 4 quarters.
Integration Complexity How many integrations are required for the product to function – fewer than 5, 5-10, or more than 10? Circle with 4 quarters. Circle with 3 quarters. Circle with 3 quarters. Circle with 2 quarters. Circle with 1 quarter. Circle with 0 quarters.
Product Ownership Do you have full-time product owners in place for the products? Do product owners have control of their roadmaps? Circle with 1 quarter. Circle with 2 quarters. Circle with 3 quarters. Circle with 2 quarters. Circle with 4 quarters. Circle with 4 quarters.
Organization Culture Fit What are your organization’s communication and conflict resolution strategies? Is your organization geographically dispersed? Circle with 1 quarter. Circle with 1 quarter. Circle with 3 quarters. Circle with 1 quarter. Circle with 3 quarters. Circle with 4 quarters.
Vendor Mgmt Skills What is your skill level in vendor management? How long are your longest-standing vendor relationships? Circle with 0 quarters. Circle with 1 quarter. Circle with 1 quarter. Circle with 2 quarters. Circle with 3 quarters. Circle with 4 quarters.

1.3.1 Determine the right sourcing strategy for your needs

60 minutes

Output: A scored matrix of the key drivers of the sourcing strategy

Participants: Development leaders, Product management team, Key stakeholders

Choose one of your products or product families and assess the factors below on a scale of None, Low, Medium, High, and Full.

  • 3.1 Assess the business factors that drive selection using these key criteria (20 minutes):
    • 3.1.1 Product knowledge
    • 3.1.2 Strategic value
    • 3.1.3 Product ownership
  • 3.2 Assess the organizational factors that drive selection using these key criteria (20 minutes):
    • 3.2.1 Vendor management
    • 3.2.2 Absorptive capacity
    • 3.2.3 Organization culture
  • 3.3 Assess the technical factors that drive selection using these key criteria (20 minutes):
    • 3.3.1 Environments
    • 3.3.2 Integration
    • 3.3.3 Testing

Document results in the Define a Sourcing Strategy Workbook

Things to Consider When Implementing

Once you have built your strategy there are some additional things to consider

Things to Consider Before Acting on Your Strategy

By now you understand what goes into an effective sourcing strategy. Before implementing one, there are a few key items you need to consider:

Example 'Sourcing Strategy for Your Portfolio' with initiatives like 'Client-Facing Apps' and 'ERP Software' assigned to 'Onshore Dev', 'Outsource Team', 'Offshore Dev', 'Outsource App (Buy)', 'Outsource Dev', or 'Outsource Roles'. Start with a pilot
  • Changing sourcing needs to start with one team.
  • Grow as skills develop to limit risk.
Build an IT workforce plan Enhance your vendor management skills Involve the business early and often
  • The business should feel they are part of the discussion.
  • See our Agile/DevOps Research Center for more information on how the business and IT can better work together.
Limit sourcing complexity
  • Having too many different partners and models creates confusion and will strain your ability to manage vendors effectively.

Bibliography

Apfel, Isabella, et al. “IT Project Member Turnover and Outsourcing Relationship Success: An Inverted-U Effect.” Developments, Opportunities and Challenges of Digitization, 2020. Web.

Benamati, John, and Rajkumar, T.M. “The Application Development Outsourcing Decision: An Application of the Technology Acceptance Model.” Journal of Computer Information Systems, vol. 42, no. 4, 2008, pp. 35-43. Web.

Benamati, John, and Rajkumar, T.M. “An Outsourcing Acceptance Model: An Application of TAM to Application Development Outsourcing Decisions.” Information Resources Management Journal, vol. 21, no. 2, pp. 80-102, 2008. Web.

Broekhuizen, T. L. J., et al. “Digital Platform Openness: Drivers, Dimensions and Outcomes.” Journal of Business Research, vol. 122, July 2019, pp. 902-914. Web.

Brook, Jacques W., and Albert Plugge. “Strategic Sourcing of R&D: The Determinants of Success.” Business Information Processing, vol. 55, Aug. 2010, pp. 26-42. Web.

Delen, G. P A.J., et al. “Foundations for Measuring IT-Outsourcing Success and Failure.” Journal of Systems and Software, vol. 156, Oct. 2019, pp. 113-125. Web.

Elnakeep, Eman, et al. “Models and Frameworks for IS Outsourcing Structure and Dimensions: A Holistic Study.” Lecture notes in Networks and Systems, 2019. Web.

Ghei, Suneel. Modeling Absorptive Capacity for Open Innovation in the Software Industry. 2020. Faculty of Graduate Studies, Athabasca University, 2020. DBA Dissertation.

“IT Outsourcing Market Research Report by Service Model, Organization Sizes, Deployment, Industry, Region – Global Forecast to 2027 – Cumulative Impact of COVID-19.” ReportLinker, April 2022. Web.

Jeong, Jongkil Jay, et al. “Enhancing the Application and Measurement of Relationship Quality in Future IT Outsourcing Studies.” 26th European Conference on Information Systems: Beyond Digitization – Facets of Socio-Tehcnical Change: Proceedings of ECIS 2018, Portsmouth, UK, June 23-28, 2018. Edited by Peter Bednar, et al., 2018. Web.

Könning, Michael. “Conceptualizing the Effect of Cultural Distance on IT Outsourcing Success.” Proceedings of Australasian Conference on Information Systems 2018, Sydney, Australia, Dec. 3-5, 2018. Edited by Matthew Noble, UTS ePress, 2018. Web.

Lee, Jae-Nam, et al. “Holistic Archetypes of IT Outsourcing Strategy: A Contingency Fit and Configurational Approach.” MIS Quarterly, vol. 43, no. 4, Dec. 2019, pp. 1201-1225. Web.

Loukis, Euripidis, et al. “Determinants of Software-as-a-Service Benefits and Impact on Firm Performance.” Decision Support Systems, vol. 117, Feb. 2019, pp. 38-47. Web.

Martensson, Anders. “Patterns in Application Development Sourcing in the Financial Industry.” Proceedings of the 13th European Conference of Information Systems, 2004. Web.

Martínez-Sánchez, Angel, et al. “The Relationship Between R&D, the Absorptive Capacity of Knowledge, Human Resource Flexibility and Innovation: Mediator Effects on Industrial Firms.” Journal of Business Research, vol. 118, Sept. 2020, pp. 431-440. Web.

Moreno, Valter, et al. “Outsourcing of IT and Absorptive Capacity: A Multiple Case Study in the Brazilian Insurance Sector.” Brazilian Business Review, vol. 17, no. 1, Jan.-Feb. 2020, pp. 97-113. Web.

Ozturk, Ebru. “The Impact of R&D Sourcing Strategies on Basic and Developmental R&D in Emerging Economies.” European Journal of Innovation Management, vol. 21, no. 7, May 2018, pp. 522-542. Web.

Ribas, Imma, et al. “Multi-Step Process for Selecting Strategic Sourcing Options When Designing Supply Chains.” Journal of Industrial Engineering and Management, vol. 14, no. 3, 2021, pp. 477-495. Web.

Striteska, Michaela Kotkova, and Viktor Prokop. “Dynamic Innovation Strategy Model in Practice of Innovation Leaders and Followers in CEE Countries – A Prerequisite for Building Innovative Ecosystems.” Sustainability, vol. 12, no. 9, May 2020. Web.

Thakur-Wernz, Pooja, et al. “Antecedents and Relative Performance of Sourcing Choices for New Product Development Projects.” Technovation, 2020. Web.

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Talk to an Analyst

Our analyst calls are focused on helping our members use the research we produce, and our experts will guide you to successful project completion.

Book an Analyst Call on This Topic

You can start as early as tomorrow morning. Our analysts will explain the process during your first call.

Get Advice From a Subject Matter Expert

Each call will focus on explaining the material and helping you to plan your project, interpret and analyze the results of each project step, and set the direction for your next project step.

Author

Suneel Ghei

Contributors

  • Kathryn Chin See, Business Development and Research Analyst, MC Systems
  • Roger Cottman, Senior Vice President and CIO, WCIRB California
  • Thomas Lo, Co-Founder, GoodLabs Studio
Visit our COVID-19 Resource Center and our Cost Management Center
Over 100 analysts waiting to take your call right now: 1-519-432-3550 x2019