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1、外文翻译原文OutsourcingAlignmentwithBusinessStrategyandFirmPerformanceMaterialSource:http://aisel.aisnet.org/cais/wol17/issl/49/Author:Jae-NamLeeTheEvolutionoftheRoleofITOutsourcingThefutureofanorganizationreliesheavilyonthequalityofinformationservicesbeingused.Attemptstoachieveasustainab
2、lecompetitivenessthroughIT,however,putmuchburdenonorganizationsasthescopeandthecomplexityofITexpand（AttewellandRule,1984;Groveretal.,2002）.Anorganization’soverarchingobjectiveinmanagingitsinformationresourcesshouldbetomaximizeflexibilityandcontrolinordertopursuedifferentoptionsasits
3、circumstanceschange（Lacityetal.,1995）.Toaccomplishthisobjective,moreandmoreorganizationsconsiderIToutsourcingfromexternalserviceprovidersratherthanpursuingin-housedevelopment,becauseoutsourcingoffersavarietyofwaysfororganizationstobetterleveragetheirresourcesandfocusoncoreapplicatio
4、nstoincreaseIT’svalueintheachievementofcorporateobjectives（LacityandWillcock,2001）.Intheearlystage,outsourcingissuesweresimplycenteredonacquisition.Organizationsthenconsideredoutsourcingasacommodityandfocusedonthechoicebetweeninternallydevelopedtechnologyanditsexternalacquisition,or
5、whatwecallthe“make-or-buydecision”(Buchowicz,1991;Buck-Lew,1992;WelchandNayak,1992).Thenextissuesarerelatedtothemotivationofoutsourcingandthenatureofoutsourcingscope.Formotivation,whilesomearguethatoutsourcingresultsinsignificantcostreductionswithincreasedmanagementcontrol,effective
6、useofhumanresource,capacityondemand,andaccesstoadvancedtechnologies(Apte,1990;Child,1987),theopponentsofoutsourcingdescribethatitinvolvescriticalriskswithlossofcontrol,flexibility,qualifiedpersonnel,andcompetitiveadvantageininformationmanagement(Benko,1992;GuptaandGupta,1992).Thenva
7、riousoutsourcingoptionsorscopehavebeenproposedsuchasdegreeofoutsourcing–totalorselective(Lacityetal.,1996),periodofoutsourcing–long-termorshort-term(Kohetal.,2004;PerryandDeyinney,1997),numberofvendors–singleormultiple(Willcocksetal.,1995),andoutsourcingtypes–serviceorassetoutsourci
8、ng(LohandVenkatrama
