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Leslie P Willcocks - One of the best experts on this subject based on the ideXlab platform.
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Does Domberger's theory of ‘The Contracting Organization’ explain why Organizations outsource IT and the levels of satisfaction achieved?
European Journal of Information Systems, 2007Co-Authors: Peter B Seddon, Sara Cullen, Leslie P WillcocksAbstract:This paper contributes an interpretation of Domberger's theory of The Contracting Organization for use in an IT outsourcing context, then presents a preliminary test of the validity of that theory using data from an Australian survey of 235 senior IT managers. Our conclusion is that Domberger's theory appears to be a useful lens for understanding IT outsourcing, and that further research using purpose-collected data is therefore warranted. Phrased differently, Domberger's four types of benefit of Contracting – namely Specialization, Market Discipline, Flexibility, and Cost Savings – appear to be a good way of summarizing senior IT managers’ explanations of why their Organizations chose to outsource IT. The paper also conducts a preliminary test of the extent to which these four factors explain the purchasing Organization's satisfaction with IT outsourcing.
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Does Domberger's theory of 'the Contracting Organization' explain why Organizations outsource IT and the levels of satisfaction achieved?
European Journal of Information Systems, 2007Co-Authors: Peter B Seddon, Sara Cullen, Leslie P WillcocksAbstract:This paper contributes an interpretation of Domberger's theory of The Contracting Organization for use in an IT outsourcing context, then presents a preliminary test of the validity of that theory using data from an Australian survey of 235 senior IT managers. Our conclusion is that Domberger's theory appears to be a useful lens for understanding IT outsourcing, and that further research using purpose-collected data is therefore warranted. Phrased differently, Domberger's four types of benefit of Contracting – namely Specialization, Market Discipline, Flexibility, and Cost Savings – appear to be a good way of summarizing senior IT managers’ explanations of why their Organizations chose to outsource IT. The paper also conducts a preliminary test of the extent to which these four factors explain the purchasing Organization's satisfaction with IT outsourcing.
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does dombergers theory of the Contracting Organization explain satisfaction with it outsourcing
International Conference on Information Systems, 2002Co-Authors: Peter B Seddon, Sara Cullen, Leslie P WillcocksAbstract:The paper tests whether what appears to be a strong general theory of why Organizations choose to acquire goods and services through Contracting rather than in-house service provision, namely Dombergers theory of the Contracting Organization, applies in an IT context. The validity of that theory is tested using data from a survey of 235 senior IT managers. The paper concludes that, in a field still searching for appropriate theory, Dombergers work does indeed provide a very useful lens for understanding IT outsourcing. His four types of benefit of Contractingspecialization, market discipline, flexibility, and cost savingemerge as a concise summary of senior IT managers explanations of why their Organizations chose to outsource IT. The paper also tests Dombergers theory against IT outsourcing outcomes, and further develops a model of Organizational satisfaction with IT outsourcing based on Dombergers four factors. Three hold up, but cost savings were not important in explaining Organizational satisfaction with IT outsourcing for either smaller or larger Organizations. This outcome is explained in terms of the performance influencing factors inherent in Dombergers own model, in the distinctive difficulties inherent in managing IT, and in the location, time period, and context of the research data used by our study.
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ICIS - Does Dombergers Theory of the Contracting Organization Explain Satisfaction with IT Outsourcing
2002Co-Authors: Peter B Seddon, Sara Cullen, Leslie P WillcocksAbstract:The paper tests whether what appears to be a strong general theory of why Organizations choose to acquire goods and services through Contracting rather than in-house service provision, namely Dombergers theory of the Contracting Organization, applies in an IT context. The validity of that theory is tested using data from a survey of 235 senior IT managers. The paper concludes that, in a field still searching for appropriate theory, Dombergers work does indeed provide a very useful lens for understanding IT outsourcing. His four types of benefit of Contractingspecialization, market discipline, flexibility, and cost savingemerge as a concise summary of senior IT managers explanations of why their Organizations chose to outsource IT. The paper also tests Dombergers theory against IT outsourcing outcomes, and further develops a model of Organizational satisfaction with IT outsourcing based on Dombergers four factors. Three hold up, but cost savings were not important in explaining Organizational satisfaction with IT outsourcing for either smaller or larger Organizations. This outcome is explained in terms of the performance influencing factors inherent in Dombergers own model, in the distinctive difficulties inherent in managing IT, and in the location, time period, and context of the research data used by our study.
Peter B Seddon - One of the best experts on this subject based on the ideXlab platform.
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Does Domberger's theory of ‘The Contracting Organization’ explain why Organizations outsource IT and the levels of satisfaction achieved?
European Journal of Information Systems, 2007Co-Authors: Peter B Seddon, Sara Cullen, Leslie P WillcocksAbstract:This paper contributes an interpretation of Domberger's theory of The Contracting Organization for use in an IT outsourcing context, then presents a preliminary test of the validity of that theory using data from an Australian survey of 235 senior IT managers. Our conclusion is that Domberger's theory appears to be a useful lens for understanding IT outsourcing, and that further research using purpose-collected data is therefore warranted. Phrased differently, Domberger's four types of benefit of Contracting – namely Specialization, Market Discipline, Flexibility, and Cost Savings – appear to be a good way of summarizing senior IT managers’ explanations of why their Organizations chose to outsource IT. The paper also conducts a preliminary test of the extent to which these four factors explain the purchasing Organization's satisfaction with IT outsourcing.
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Does Domberger's theory of 'the Contracting Organization' explain why Organizations outsource IT and the levels of satisfaction achieved?
European Journal of Information Systems, 2007Co-Authors: Peter B Seddon, Sara Cullen, Leslie P WillcocksAbstract:This paper contributes an interpretation of Domberger's theory of The Contracting Organization for use in an IT outsourcing context, then presents a preliminary test of the validity of that theory using data from an Australian survey of 235 senior IT managers. Our conclusion is that Domberger's theory appears to be a useful lens for understanding IT outsourcing, and that further research using purpose-collected data is therefore warranted. Phrased differently, Domberger's four types of benefit of Contracting – namely Specialization, Market Discipline, Flexibility, and Cost Savings – appear to be a good way of summarizing senior IT managers’ explanations of why their Organizations chose to outsource IT. The paper also conducts a preliminary test of the extent to which these four factors explain the purchasing Organization's satisfaction with IT outsourcing.
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does dombergers theory of the Contracting Organization explain satisfaction with it outsourcing
International Conference on Information Systems, 2002Co-Authors: Peter B Seddon, Sara Cullen, Leslie P WillcocksAbstract:The paper tests whether what appears to be a strong general theory of why Organizations choose to acquire goods and services through Contracting rather than in-house service provision, namely Dombergers theory of the Contracting Organization, applies in an IT context. The validity of that theory is tested using data from a survey of 235 senior IT managers. The paper concludes that, in a field still searching for appropriate theory, Dombergers work does indeed provide a very useful lens for understanding IT outsourcing. His four types of benefit of Contractingspecialization, market discipline, flexibility, and cost savingemerge as a concise summary of senior IT managers explanations of why their Organizations chose to outsource IT. The paper also tests Dombergers theory against IT outsourcing outcomes, and further develops a model of Organizational satisfaction with IT outsourcing based on Dombergers four factors. Three hold up, but cost savings were not important in explaining Organizational satisfaction with IT outsourcing for either smaller or larger Organizations. This outcome is explained in terms of the performance influencing factors inherent in Dombergers own model, in the distinctive difficulties inherent in managing IT, and in the location, time period, and context of the research data used by our study.
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ICIS - Does Dombergers Theory of the Contracting Organization Explain Satisfaction with IT Outsourcing
2002Co-Authors: Peter B Seddon, Sara Cullen, Leslie P WillcocksAbstract:The paper tests whether what appears to be a strong general theory of why Organizations choose to acquire goods and services through Contracting rather than in-house service provision, namely Dombergers theory of the Contracting Organization, applies in an IT context. The validity of that theory is tested using data from a survey of 235 senior IT managers. The paper concludes that, in a field still searching for appropriate theory, Dombergers work does indeed provide a very useful lens for understanding IT outsourcing. His four types of benefit of Contractingspecialization, market discipline, flexibility, and cost savingemerge as a concise summary of senior IT managers explanations of why their Organizations chose to outsource IT. The paper also tests Dombergers theory against IT outsourcing outcomes, and further develops a model of Organizational satisfaction with IT outsourcing based on Dombergers four factors. Three hold up, but cost savings were not important in explaining Organizational satisfaction with IT outsourcing for either smaller or larger Organizations. This outcome is explained in terms of the performance influencing factors inherent in Dombergers own model, in the distinctive difficulties inherent in managing IT, and in the location, time period, and context of the research data used by our study.
Sara Cullen - One of the best experts on this subject based on the ideXlab platform.
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Does Domberger's theory of ‘The Contracting Organization’ explain why Organizations outsource IT and the levels of satisfaction achieved?
European Journal of Information Systems, 2007Co-Authors: Peter B Seddon, Sara Cullen, Leslie P WillcocksAbstract:This paper contributes an interpretation of Domberger's theory of The Contracting Organization for use in an IT outsourcing context, then presents a preliminary test of the validity of that theory using data from an Australian survey of 235 senior IT managers. Our conclusion is that Domberger's theory appears to be a useful lens for understanding IT outsourcing, and that further research using purpose-collected data is therefore warranted. Phrased differently, Domberger's four types of benefit of Contracting – namely Specialization, Market Discipline, Flexibility, and Cost Savings – appear to be a good way of summarizing senior IT managers’ explanations of why their Organizations chose to outsource IT. The paper also conducts a preliminary test of the extent to which these four factors explain the purchasing Organization's satisfaction with IT outsourcing.
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Does Domberger's theory of 'the Contracting Organization' explain why Organizations outsource IT and the levels of satisfaction achieved?
European Journal of Information Systems, 2007Co-Authors: Peter B Seddon, Sara Cullen, Leslie P WillcocksAbstract:This paper contributes an interpretation of Domberger's theory of The Contracting Organization for use in an IT outsourcing context, then presents a preliminary test of the validity of that theory using data from an Australian survey of 235 senior IT managers. Our conclusion is that Domberger's theory appears to be a useful lens for understanding IT outsourcing, and that further research using purpose-collected data is therefore warranted. Phrased differently, Domberger's four types of benefit of Contracting – namely Specialization, Market Discipline, Flexibility, and Cost Savings – appear to be a good way of summarizing senior IT managers’ explanations of why their Organizations chose to outsource IT. The paper also conducts a preliminary test of the extent to which these four factors explain the purchasing Organization's satisfaction with IT outsourcing.
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does dombergers theory of the Contracting Organization explain satisfaction with it outsourcing
International Conference on Information Systems, 2002Co-Authors: Peter B Seddon, Sara Cullen, Leslie P WillcocksAbstract:The paper tests whether what appears to be a strong general theory of why Organizations choose to acquire goods and services through Contracting rather than in-house service provision, namely Dombergers theory of the Contracting Organization, applies in an IT context. The validity of that theory is tested using data from a survey of 235 senior IT managers. The paper concludes that, in a field still searching for appropriate theory, Dombergers work does indeed provide a very useful lens for understanding IT outsourcing. His four types of benefit of Contractingspecialization, market discipline, flexibility, and cost savingemerge as a concise summary of senior IT managers explanations of why their Organizations chose to outsource IT. The paper also tests Dombergers theory against IT outsourcing outcomes, and further develops a model of Organizational satisfaction with IT outsourcing based on Dombergers four factors. Three hold up, but cost savings were not important in explaining Organizational satisfaction with IT outsourcing for either smaller or larger Organizations. This outcome is explained in terms of the performance influencing factors inherent in Dombergers own model, in the distinctive difficulties inherent in managing IT, and in the location, time period, and context of the research data used by our study.
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ICIS - Does Dombergers Theory of the Contracting Organization Explain Satisfaction with IT Outsourcing
2002Co-Authors: Peter B Seddon, Sara Cullen, Leslie P WillcocksAbstract:The paper tests whether what appears to be a strong general theory of why Organizations choose to acquire goods and services through Contracting rather than in-house service provision, namely Dombergers theory of the Contracting Organization, applies in an IT context. The validity of that theory is tested using data from a survey of 235 senior IT managers. The paper concludes that, in a field still searching for appropriate theory, Dombergers work does indeed provide a very useful lens for understanding IT outsourcing. His four types of benefit of Contractingspecialization, market discipline, flexibility, and cost savingemerge as a concise summary of senior IT managers explanations of why their Organizations chose to outsource IT. The paper also tests Dombergers theory against IT outsourcing outcomes, and further develops a model of Organizational satisfaction with IT outsourcing based on Dombergers four factors. Three hold up, but cost savings were not important in explaining Organizational satisfaction with IT outsourcing for either smaller or larger Organizations. This outcome is explained in terms of the performance influencing factors inherent in Dombergers own model, in the distinctive difficulties inherent in managing IT, and in the location, time period, and context of the research data used by our study.
Leslie A. Miller - One of the best experts on this subject based on the ideXlab platform.
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Precipitating events leading to voluntary employee turnover among information technology professionals
Journal of Leadership Studies, 2011Co-Authors: William J. Von Hagel, Leslie A. MillerAbstract:Voluntary turnover rate of information technology (IT) professionals within defense Contracting Organizations has increased by 12.6% since 2003. The perceptions and lived experiences of IT professionals in the defense Contracting industry were explored in a phenomenological study to better understand the precipitating events, or shocks, that led to their decision to voluntarily leave an Organization. Twenty IT professionals at a small, service-based, government Contracting Organization supporting the intelligence community in Ft. Meade, Maryland, were interviewed until data saturation was achieved. Analysis of interview responses revealed that managing relationships at multiple levels between employees, corporate management, and the direct supervisor or manager is one way that Organizations can decrease their overall voluntary employee turnover. The results of the study can be used by business leaders to create innovative retention plans and enact positive Organizational change to reduce the voluntary employee turnover of IT professionals.
Bruce E Landon - One of the best experts on this subject based on the ideXlab platform.
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outpatient care patterns and Organizational accountability in medicare
JAMA Internal Medicine, 2014Co-Authors: Michael J Mcwilliams, Jesse B Dalton, Bruce E Landon, Michael E ChernewAbstract:Importance Fostering accountability in the Medicare Accountable Care Organization (ACO) programs may be challenging because traditional Medicare beneficiaries have unrestricted choice of health care providers, are attributed to ACOs based on utilization, and often receive fragmented care. Objective To measure 3 related constructs relevant to ACO incentives and their capacity to manage care: stability of patient assignment, leakage of outpatient care, and contract penetration. Design, Setting, and Participants Using 2010-2011 Medicare claims and rosters of physicians in Organizations participating in ACO programs, we examined these constructs among 524 246 beneficiaries hypothetically assigned to 145 ACOs prior to the start of the Medicare ACO programs. We compared estimates by patient complexity, ACO size, and the primary care orientation of ACO specialty mix. Main Outcomes and Measures Three related construct measurements: stability of assignment , defined as the proportion of patients whose assignment to an ACO in 2010 was unchanged in 2011; leakage of outpatient care , defined as the proportion of office visits for an assigned population that occurred outside of the Contracting Organization; and contract penetration , defined as the proportion of Medicare outpatient spending billed by an ACO that was devoted to assigned patients. Results Of beneficiaries assigned to an ACO in 2010, 80.4% were assigned to the same ACO in 2011. Of those assigned to an ACO in 2010 or 2011, 66.0% were consistently assigned in both years. Unstable assignment was more common among beneficiaries with fewer conditions and office visits but also among those in several high-cost categories, including the highest decile of per-beneficiary spending. Among ACO-assigned beneficiaries, 8.7% of office visits with primary care physicians were provided outside of the assigned ACO, and 66.7% of office visits with specialists were provided outside of the assigned ACO. Leakage of outpatient specialty care was greater for higher-cost beneficiaries and substantial even among specialty-oriented ACOs (54.6% for lowest quartile of primary care orientation). Of Medicare spending on outpatient care billed by ACO physicians, 37.9% was devoted to assigned beneficiaries. This proportion was higher for ACOs with greater primary care orientation (60.0% for highest quartile vs 33.6% for lowest). Conclusions and Relevance Care patterns among beneficiaries served by ACOs suggest distinct challenges in achieving Organizational accountability in Medicare. Continued monitoring of these patterns may be important to determine the regulatory need for enhancing ACOs’ incentives and their ability to improve care efficiency.