商业银行IT外包绩效影响因素及作用机制研究
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摘要
随着经济全球化与网络化的深入发展，外包日益成为企业发展的重要战略手段。外包作为一种有效的管理模式，具有整合、使用企业外部各种专业技术资源，能够达到有效降低成本、大大提高效率、有效发挥自身核心竞争力并明显提升企业对外部环境的迅速应变能力的特性。早期的外包动因是利用专业化分工和规模化经济优势达成企业运营效率提高和成本下降的目标，随着外包的深入发展和广泛应用，外包已不仅是企业降低成本的简单工具。20世纪90年代，美国管理学家Prahalad和Hamel在《企业的核心竞争力》中首次提出了核心竞争力理论，外包自此也日益成为企业保持其核心竞争力的有效手段。数据显示，当今企业的外包趋势非常明显，超过70%的企业都选择将部分业务进行外包，但是外包绩效的整体满意度却达不到50%。大多数企业选择外包的目的是降低成本和提升核心竞争力，但是超过半数的企业对外包的实施结果表示失望，这种现象值得深思，也督促我们进一步研究如何优化外包的管理和实施，从而提高外包绩效、提升满意度。
对于我国商业银行而言，金融业的全面开放为其创新和发展带来了契机，与此同时也带来了挑战。我国绝大多数商业银行，特别是中小型商业银行如城市商业银行和农村商业银行等，由于在经营经验、信息技术和人才等方面有所欠缺，利用外包的方式可以有效的解决上述问题。银行业最早出现外包是在20世纪70年代，到20世纪90年代以后外包在银行业的应用发展逐步加快，随着信息技术升级等因素的推动，目前银行业对外包的整体规模已相当可观，并且涵盖领域也已覆盖整个IT范畴。商业银行的IT外包已经越来越成为商业银行获取外部资源，提高自身运行效率和对新技术的应变能力、降低运营成本的有效解决方式，但是在IT外包过程中，由于各种不确定性因素的出现和可能遭遇的各种风险，不是所有的商业银行都能够达到预期的外包目标，因此，如何有效提升IT外包的绩效成为商业银行在进行IT外包选择时面临的一个重要问题。
针对上述问题，本研究在众多学者研究基础上，以国内大中小各种类型的商业银行为样本，研究了商业银行在实施IT外包过程中影响外包绩效的重要因素，进而分析了不同因素对IT外包绩效的作用机制和影响效应。本研究主要通过如下步骤展开研究：
（1）文献综述与理论溯源。本研究梳理了外包研究的相关进展与成果，回顾了交易成本理论、资源基础理论、劳动分工理论、核心竞争力理论、代理理论和控制理论等外包相关联理论，通过这些基础性工作为本研究奠定了理论基础，为系统研究外包绩效的提升拓展了思路。
（2）在深入展开分析的基础上构建了研究模型。基于上述理论研究，初步探究了影响IT外包绩效的关键因素，然后本文分别从IT外包模式、IT外包管控和IT外包关系三个切入点展开分析，形成了IT外包绩效影响因素的概念模型。通过进一步分析各个影响因素的作用机制，形成了本研究的整体模型和研究假设。
（3）实证检验。本研究的实证研究分为三个阶段，第一阶段为整理、研究、编制各变量测量量表，设计有效问卷并通过试测进行优化；第二阶段在全国范围内的商业银行进行大规模调研，获得157份有效样本数据，在此基础上完成了所获取数据的信度分析与效度分析，并进行了相应的数据优化；第三阶段根据设计的整体模型，进行了验证性因子分析和研究假设的检验，验证了IT外包绩效各个影响因素及作用机制的结论。本研究使用SPSS20.0和AMOS20.0作为工具进行分析，在数据分析验证过程中使用的主要方法包括：描述性统计分析、多元线性回归分析、探索性因子分析、验证性因子分析和结构方程模型分析等。
通过上述研究过程，本文得出了如下主要观点和结论：
（1）根据现有的理论研究成果及商业银行的IT外包操作实践，总结提出了交易契约型外包和战略伙伴型外包两种模式，在研究阐述了两种外包模式的驱动因素、业务特点和执行优劣势的基础上，分别阐述了对外包后续实施的影响。通过分析，交易契约型外包模式会对IT外包的管控和外包关系产生影响，但影响深度处于组织间的层面上；战略合作型外包模式将从组织内和组织间两个层面上对IT外包的管控和外包关系产生影响。
（2）基于IT治理理论构建了商业银行IT外包管控框架。本研究从战略融合、价值交付、资源管理、风险管理和绩效测评五个维度分析了商业银行在实施IT外包过程中的活动内容与组织层面的管理控制需求，针对IT外包的内容，构建了涵盖IT外包业务的计划组织、IT外包服务的获取实施、IT外包成果的交付支持和IT外包活动的监控评价共四方面内容的商业银行IT外包管控框架，并细化了每一方面的管控目标、具体的管控内容与措施。
（3）探究了商业银行IT外包模式、IT外包管控和IT外包关系的相互影响。上述三者作为IT外包绩效的重要影响因素，同时在内部也具有相互影响关系，具体为：交易契约型外包模式对IT外包管控的交付支持和监控评价因子具有显著正向影响，战略伙伴型外包模式对IT外包管控的计划组织和监控评价因子具有显著正向影响；战略伙伴型外包模式对IT外包关系具有显著正向影响；IT外包管控对IT外包关系具有显著正向影响。
（4）进行了IT外包绩效影响因素的模型构建与实证分析。基于组织控制理论和IT治理理论，本研究结合Jae-Nam Lee等（2008）、Arun Rai等（2009）和杜荣等（2012）构建的IT外包绩效影响因素模型，在进行提炼整理和银行业适用性分析改进基础上构建出研究模型。实证研究表明，第一，IT外包模式与IT外包绩效具有相关关系，且IT外包模式通过对IT外包管控和IT外包关系的影响，进而会影响到IT外包的绩效；第二，IT外包管控和IT外包关系都会对IT外包绩效产生正向的影响，但是IT外包关系产生的影响更大；第三，IT外包管控不仅对IT外包关系具有正向影响，而且通过与IT外包关系互相作用，最终共同对IT外包绩效产生影响。这就要求：商业银行采用交易契约型外包模式时，应注重从交付支持和监控评价两个维度加强对IT外包的管控，从而促进IT外包经济绩效的提升；商业银行采用战略伙伴型外包模式时，应注重从计划组织和监控评价两个维度加强对IT外包的管控，从而促进IT外包战略绩效有效提升。
本研究在现有研究成果的基础之上，将研究对象锁定于IT外包绩效的影响因素，并通过商业银行的调研数据进行实证检验分析，重点考察了外包模式、外包管控和外包关系对绩效的影响。从组织管理和控制的角度出发，本研究对IT外包管控进行深入剖析，分析了不同外包模式下对IT外包管控的不同需求以及产生的影响效应。同时，本研究将外包与组织控制理论相结合进行了深入探析，一方面对外包理论研究作出了重要补充，另一方面，也进一步扩展和丰富了组织控制理论的应用。对于商业银行IT管理和IT外包实施工作而言，本研究也具有重要的实践指导价值，研究成果有助于协助商业银行根据自身需求和定位，选择合理的IT外包模式，通过对外包过程和外包关系实施有针对性的管理强化，从而最终获得IT外包绩效的有效提升。
With the development of economy globalization and networking, outsourcing isincreasingly becoming an important strategic tool for organization’s businessdevelopment. As a management model, Outsourcing has integrated, best professionaluse of external resources, achieving lower costs, improving efficiency and giving fullplay to their core competitiveness and enhance their ability to respond to rapidenvironmental attributes. Early motivation is to use outsourcing specialization andeconomies of scale to achieve the advantages of improved operational efficiency andcost reduction objectives, along with in-depth and extensive application developmentoutsourcing, outsourcing is not just a simple tool for enterprises to reduce costs.1990s,American management expert Prahalad and Hamel in the "enterprise's corecompetitiveness," first proposed the theory of core competence, since then outsourcinghas also increasingly become an effective means for company maintaining its corecompetitiveness. Data show that the outsourcing trend in today's businesses are veryobvious, more than70%of companies have chosen to outsource part of the business,but outsourcing performance overall satisfaction was less than50%. The aim thatmost companies choose to outsource is to reduce costs and enhance corecompetitiveness, but more than half of the companies on the implementation of theresults of outsourcing expressed disappointment, this phenomenon is worth pondering,we also urge further study how to optimize the management and implementation ofoutsourcing, thereby improving outsourcing performance, improve customersatisfaction.
For China's commercial banks, the full opening up of financial industry hasbrought opportunities for innovation and development, at the same time it also bringschallenges. Most of China's commercial banks, especially small and mediumcommercial banks, they lack the experience, skills and talent to solve these problemsOutsourcing is a good idea to solve problems. Banks started to get involved inoutsourcing in the1970s, since the1990s, showing a trend of rapid development,driven by cost factors and technology upgrades, the current outsourcing deal size has been considerable and involve the entire IT industry. IT outsourcing has become anincreasingly commercial banks commercial banks access to external resources,improve their operational efficiency and adaptability to new technology, reduceoperating costs and effective solutions. But in the IT outsourcing process, due to theemergence of various uncertainties and risks that may be encountered, not allcommercial banks are able to achieve the desired goal of outsourcing, therefore, howto effectively improve the performance of IT outsourcing to become commercial bankswhen an important issue facing IT outsourcing options.
In response to these problems, many scholars in the study, based on the domesticmedium and small samples of various types of commercial banks, commercial banksstudied the important factors affecting the performance of outsourcing IT outsourcingin the implementation process, and then analyzes the different factors on IT effect ofoutsourcing mechanism of action and performance. This research study launchedthrough the following steps:
(1) Literature review and theoretical traceability. This study reviews the progressand achievements related to outsourcing of research, reviewed the transaction costtheory, outsourcing resource-based theory, the division of labor theory of corecompetence theory, agency theory and control theory associated with the theory,through these basic work-oriented research laid a theoretical foundation for research toimprove the system performance to expand the idea of outsourcing.
(2) In-depth analysis on the basis of expanded research model was constructed.Based on the above theory, initially explored the key factors affecting the performanceof IT outsourcing, then this paper analysis from IT outsourcing pattern, IT outsourcingand IT outsourcing relationship management and control of three entry points, theformation of the factors affecting the performance of IT outsourcing conceptual model.The essay further analyze the mechanism by various factors, the formation of theoverall model and the research hypotheses of this study.
(3) Empirical testing. Empirical studies of this study is divided into three stages,the first stage of finishing, research, preparation of the variables measuring scales,questionnaires designed and optimized by genetic test; second phase of the commercialbanks in the country for large-scale research, obtained157valid samples of data, on the basis of complete reliability analysis and validity analysis of the acquired data andthe corresponding data optimization; the third stage of the overall model design,carried out confirmatory factor analysis and research hypothesis testing, to verify theconclusions IT outsourcing performance of various factors and mechanisms of action.This study used SPSS20.0and AMOS20.0as software tools for analysis, the mainmethods used in the validation process, including data analysis: descriptive statisticalanalysis, multiple linear regression analysis, exploratory factor analysis, confirmatoryfactor analysis and structural equation model analysis.
By considering the above, we draw the following main points and conclusions:
(1) IT outsourcing operations in accordance with the existing practice oftheoretical research and commercial banking, summarizes proposed transactioncontractual outsourcing and strategic outsourcing partner type two modes, the studydescribes the driving factors of two outsourcing pattern, operational characteristics andexecuted on the basis of the advantages and disadvantages were elaborated subsequentimpact on the implementation of outsourcing. Through analysis, transaction-basedoutsourcing pattern contract will govern the relationship between IT outsourcing andoutsourcing have an impact, but the impact on the level of depth in theinter-organizational; strategic cooperative organizations from outsourcing outsourcingpattern on two levels within and between organizations on IT control and impact ofoutsourcing relationships.
(2) Based on IT governance theory constructed commercial bank managementand control framework for IT outsourcing. In this study, strategic integration, valuedelivery, resource management, risk management and performance evaluation of thefive-dimensional analysis of the management and control needs of commercial banksin the process of implementation of IT outsourcing activities and organizational level,IT outsourcing for the content, constructed covering plans to organize IT outsourcing,IT outsourcing services to get the implementation, IT outsourcing and IT supportdelivery of outcomes monitoring of outsourcing aspects of the evaluation of fourcommercial banks control framework for IT outsourcing and refine every aspect ofmanagement and control objectives, specific the content and control measures.
(3) Explore the commercial bank's IT outsourcing pattern, interactionmanagement and control of IT outsourcing and IT outsourcing relationships. Thesethree important factors as IT outsourcing performance, while also having a mutualinfluence within the relationship, specifically: Trading contractual outsourcing patternfor IT outsourcing delivery control and monitoring evaluation factors support asignificant positive impact, strategic partner type external mode package of plans toorganize and monitor the evaluation factors of IT outsourcing management and controlof a significant positive effect; strategic partnership type of outsourcing pattern for IToutsourcing relationships has a significant positive effect; IT outsourcing managementand control of IT outsourcing relationships has a significant positive effect.
(4) Conducted the Empirical Analysis on model of IT outsourcing performancefactors of Construction and. Based on organizational control theory and IT controltheory, combining the study of the Jae-Nam, Lee (2008), Arun Rai (2009) and DuRong(2012) model of influence factors of IT outsourcing performance, the articleconstruct, in distilled and banking analysis improvement is constructed on the basis ofmodel applicability. Empirical studies show that the first, IT outsourcing and IToutsourcing pattern is a correlation between the performance and the impact on the IToutsourcing pattern through the control of IT outsourcing and IT outsourcingrelationships, and thus will affect the performance of IT outsourcing; Second, IToutsourcing control and IT outsourcing relationship will produce positive effects onthe performance of IT outsourcing, IT outsourcing relationship, but a greater impactgenerated; third, IT outsourcing management and control not only has a positiveimpact on the IT outsourcing relationships, but also through interaction and IToutsourcing relationships, and ultimately joint impact on the performance of IToutsourcing. This requires: commercial banks when the transaction contractualoutsourcing pattern should focus on strengthening the management and control of IToutsourcing from two dimensions to support and monitor the delivery of the evaluation,thereby contributing to improve the economic performance of IT outsourcing; whilecommercial banks to adopt a strategic partner type outsourcing pattern should befocused on strengthening the management and control of IT outsourcing organization from planning and monitoring evaluation of two dimensions, so as to promoteeffectively enhance the performance of IT outsourcing strategy.
In this study, on the basis of existing research results, the study of factorsaffecting locked in IT outsourcing performance, and empirical analysis of survey databy commercial banks, mainly inspected outsourcing pattern, outsourcing andoutsourcing relationship management and control performance affected. From theperspective of organization, management and control of the management and controlof IT outsourcing research conducted in-depth analysis, the influence of the differentneeds and produce management and control of IT outsourcing pattern under differenteffects. Meanwhile, the research will be outsourced and organizational control theorycombined with in-depth Analysis on the one hand, the theoretical study of outsourcinghas made an important complement to the other, but also to further expand and enrichthe organizational control theory applications. For commercial banks outsource ITmanagement and IT implementation, this research also has important practicalguidance value, the research results will help assist commercial banks according totheir needs and location, choose the right IT outsourcing pattern, through the processof outsourcing and outsourcing relationship management to strengthen theimplementation of targeted and thus ultimately to effectively enhance the performanceof IT outsourcing.
对于我国商业银行而言，金融业的全面开放为其创新和发展带来了契机，与此同时也带来了挑战。我国绝大多数商业银行，特别是中小型商业银行如城市商业银行和农村商业银行等，由于在经营经验、信息技术和人才等方面有所欠缺，利用外包的方式可以有效的解决上述问题。银行业最早出现外包是在20世纪70年代，到20世纪90年代以后外包在银行业的应用发展逐步加快，随着信息技术升级等因素的推动，目前银行业对外包的整体规模已相当可观，并且涵盖领域也已覆盖整个IT范畴。商业银行的IT外包已经越来越成为商业银行获取外部资源，提高自身运行效率和对新技术的应变能力、降低运营成本的有效解决方式，但是在IT外包过程中，由于各种不确定性因素的出现和可能遭遇的各种风险，不是所有的商业银行都能够达到预期的外包目标，因此，如何有效提升IT外包的绩效成为商业银行在进行IT外包选择时面临的一个重要问题。
针对上述问题，本研究在众多学者研究基础上，以国内大中小各种类型的商业银行为样本，研究了商业银行在实施IT外包过程中影响外包绩效的重要因素，进而分析了不同因素对IT外包绩效的作用机制和影响效应。本研究主要通过如下步骤展开研究：
（1）文献综述与理论溯源。本研究梳理了外包研究的相关进展与成果，回顾了交易成本理论、资源基础理论、劳动分工理论、核心竞争力理论、代理理论和控制理论等外包相关联理论，通过这些基础性工作为本研究奠定了理论基础，为系统研究外包绩效的提升拓展了思路。
（2）在深入展开分析的基础上构建了研究模型。基于上述理论研究，初步探究了影响IT外包绩效的关键因素，然后本文分别从IT外包模式、IT外包管控和IT外包关系三个切入点展开分析，形成了IT外包绩效影响因素的概念模型。通过进一步分析各个影响因素的作用机制，形成了本研究的整体模型和研究假设。
（3）实证检验。本研究的实证研究分为三个阶段，第一阶段为整理、研究、编制各变量测量量表，设计有效问卷并通过试测进行优化；第二阶段在全国范围内的商业银行进行大规模调研，获得157份有效样本数据，在此基础上完成了所获取数据的信度分析与效度分析，并进行了相应的数据优化；第三阶段根据设计的整体模型，进行了验证性因子分析和研究假设的检验，验证了IT外包绩效各个影响因素及作用机制的结论。本研究使用SPSS20.0和AMOS20.0作为工具进行分析，在数据分析验证过程中使用的主要方法包括：描述性统计分析、多元线性回归分析、探索性因子分析、验证性因子分析和结构方程模型分析等。
通过上述研究过程，本文得出了如下主要观点和结论：
（1）根据现有的理论研究成果及商业银行的IT外包操作实践，总结提出了交易契约型外包和战略伙伴型外包两种模式，在研究阐述了两种外包模式的驱动因素、业务特点和执行优劣势的基础上，分别阐述了对外包后续实施的影响。通过分析，交易契约型外包模式会对IT外包的管控和外包关系产生影响，但影响深度处于组织间的层面上；战略合作型外包模式将从组织内和组织间两个层面上对IT外包的管控和外包关系产生影响。
（2）基于IT治理理论构建了商业银行IT外包管控框架。本研究从战略融合、价值交付、资源管理、风险管理和绩效测评五个维度分析了商业银行在实施IT外包过程中的活动内容与组织层面的管理控制需求，针对IT外包的内容，构建了涵盖IT外包业务的计划组织、IT外包服务的获取实施、IT外包成果的交付支持和IT外包活动的监控评价共四方面内容的商业银行IT外包管控框架，并细化了每一方面的管控目标、具体的管控内容与措施。
（3）探究了商业银行IT外包模式、IT外包管控和IT外包关系的相互影响。上述三者作为IT外包绩效的重要影响因素，同时在内部也具有相互影响关系，具体为：交易契约型外包模式对IT外包管控的交付支持和监控评价因子具有显著正向影响，战略伙伴型外包模式对IT外包管控的计划组织和监控评价因子具有显著正向影响；战略伙伴型外包模式对IT外包关系具有显著正向影响；IT外包管控对IT外包关系具有显著正向影响。
（4）进行了IT外包绩效影响因素的模型构建与实证分析。基于组织控制理论和IT治理理论，本研究结合Jae-Nam Lee等（2008）、Arun Rai等（2009）和杜荣等（2012）构建的IT外包绩效影响因素模型，在进行提炼整理和银行业适用性分析改进基础上构建出研究模型。实证研究表明，第一，IT外包模式与IT外包绩效具有相关关系，且IT外包模式通过对IT外包管控和IT外包关系的影响，进而会影响到IT外包的绩效；第二，IT外包管控和IT外包关系都会对IT外包绩效产生正向的影响，但是IT外包关系产生的影响更大；第三，IT外包管控不仅对IT外包关系具有正向影响，而且通过与IT外包关系互相作用，最终共同对IT外包绩效产生影响。这就要求：商业银行采用交易契约型外包模式时，应注重从交付支持和监控评价两个维度加强对IT外包的管控，从而促进IT外包经济绩效的提升；商业银行采用战略伙伴型外包模式时，应注重从计划组织和监控评价两个维度加强对IT外包的管控，从而促进IT外包战略绩效有效提升。
本研究在现有研究成果的基础之上，将研究对象锁定于IT外包绩效的影响因素，并通过商业银行的调研数据进行实证检验分析，重点考察了外包模式、外包管控和外包关系对绩效的影响。从组织管理和控制的角度出发，本研究对IT外包管控进行深入剖析，分析了不同外包模式下对IT外包管控的不同需求以及产生的影响效应。同时，本研究将外包与组织控制理论相结合进行了深入探析，一方面对外包理论研究作出了重要补充，另一方面，也进一步扩展和丰富了组织控制理论的应用。对于商业银行IT管理和IT外包实施工作而言，本研究也具有重要的实践指导价值，研究成果有助于协助商业银行根据自身需求和定位，选择合理的IT外包模式，通过对外包过程和外包关系实施有针对性的管理强化，从而最终获得IT外包绩效的有效提升。
With the development of economy globalization and networking, outsourcing isincreasingly becoming an important strategic tool for organization’s businessdevelopment. As a management model, Outsourcing has integrated, best professionaluse of external resources, achieving lower costs, improving efficiency and giving fullplay to their core competitiveness and enhance their ability to respond to rapidenvironmental attributes. Early motivation is to use outsourcing specialization andeconomies of scale to achieve the advantages of improved operational efficiency andcost reduction objectives, along with in-depth and extensive application developmentoutsourcing, outsourcing is not just a simple tool for enterprises to reduce costs.1990s,American management expert Prahalad and Hamel in the "enterprise's corecompetitiveness," first proposed the theory of core competence, since then outsourcinghas also increasingly become an effective means for company maintaining its corecompetitiveness. Data show that the outsourcing trend in today's businesses are veryobvious, more than70%of companies have chosen to outsource part of the business,but outsourcing performance overall satisfaction was less than50%. The aim thatmost companies choose to outsource is to reduce costs and enhance corecompetitiveness, but more than half of the companies on the implementation of theresults of outsourcing expressed disappointment, this phenomenon is worth pondering,we also urge further study how to optimize the management and implementation ofoutsourcing, thereby improving outsourcing performance, improve customersatisfaction.
For China's commercial banks, the full opening up of financial industry hasbrought opportunities for innovation and development, at the same time it also bringschallenges. Most of China's commercial banks, especially small and mediumcommercial banks, they lack the experience, skills and talent to solve these problemsOutsourcing is a good idea to solve problems. Banks started to get involved inoutsourcing in the1970s, since the1990s, showing a trend of rapid development,driven by cost factors and technology upgrades, the current outsourcing deal size has been considerable and involve the entire IT industry. IT outsourcing has become anincreasingly commercial banks commercial banks access to external resources,improve their operational efficiency and adaptability to new technology, reduceoperating costs and effective solutions. But in the IT outsourcing process, due to theemergence of various uncertainties and risks that may be encountered, not allcommercial banks are able to achieve the desired goal of outsourcing, therefore, howto effectively improve the performance of IT outsourcing to become commercial bankswhen an important issue facing IT outsourcing options.
In response to these problems, many scholars in the study, based on the domesticmedium and small samples of various types of commercial banks, commercial banksstudied the important factors affecting the performance of outsourcing IT outsourcingin the implementation process, and then analyzes the different factors on IT effect ofoutsourcing mechanism of action and performance. This research study launchedthrough the following steps:
(1) Literature review and theoretical traceability. This study reviews the progressand achievements related to outsourcing of research, reviewed the transaction costtheory, outsourcing resource-based theory, the division of labor theory of corecompetence theory, agency theory and control theory associated with the theory,through these basic work-oriented research laid a theoretical foundation for research toimprove the system performance to expand the idea of outsourcing.
(2) In-depth analysis on the basis of expanded research model was constructed.Based on the above theory, initially explored the key factors affecting the performanceof IT outsourcing, then this paper analysis from IT outsourcing pattern, IT outsourcingand IT outsourcing relationship management and control of three entry points, theformation of the factors affecting the performance of IT outsourcing conceptual model.The essay further analyze the mechanism by various factors, the formation of theoverall model and the research hypotheses of this study.
(3) Empirical testing. Empirical studies of this study is divided into three stages,the first stage of finishing, research, preparation of the variables measuring scales,questionnaires designed and optimized by genetic test; second phase of the commercialbanks in the country for large-scale research, obtained157valid samples of data, on the basis of complete reliability analysis and validity analysis of the acquired data andthe corresponding data optimization; the third stage of the overall model design,carried out confirmatory factor analysis and research hypothesis testing, to verify theconclusions IT outsourcing performance of various factors and mechanisms of action.This study used SPSS20.0and AMOS20.0as software tools for analysis, the mainmethods used in the validation process, including data analysis: descriptive statisticalanalysis, multiple linear regression analysis, exploratory factor analysis, confirmatoryfactor analysis and structural equation model analysis.
By considering the above, we draw the following main points and conclusions:
(1) IT outsourcing operations in accordance with the existing practice oftheoretical research and commercial banking, summarizes proposed transactioncontractual outsourcing and strategic outsourcing partner type two modes, the studydescribes the driving factors of two outsourcing pattern, operational characteristics andexecuted on the basis of the advantages and disadvantages were elaborated subsequentimpact on the implementation of outsourcing. Through analysis, transaction-basedoutsourcing pattern contract will govern the relationship between IT outsourcing andoutsourcing have an impact, but the impact on the level of depth in theinter-organizational; strategic cooperative organizations from outsourcing outsourcingpattern on two levels within and between organizations on IT control and impact ofoutsourcing relationships.
(2) Based on IT governance theory constructed commercial bank managementand control framework for IT outsourcing. In this study, strategic integration, valuedelivery, resource management, risk management and performance evaluation of thefive-dimensional analysis of the management and control needs of commercial banksin the process of implementation of IT outsourcing activities and organizational level,IT outsourcing for the content, constructed covering plans to organize IT outsourcing,IT outsourcing services to get the implementation, IT outsourcing and IT supportdelivery of outcomes monitoring of outsourcing aspects of the evaluation of fourcommercial banks control framework for IT outsourcing and refine every aspect ofmanagement and control objectives, specific the content and control measures.
(3) Explore the commercial bank's IT outsourcing pattern, interactionmanagement and control of IT outsourcing and IT outsourcing relationships. Thesethree important factors as IT outsourcing performance, while also having a mutualinfluence within the relationship, specifically: Trading contractual outsourcing patternfor IT outsourcing delivery control and monitoring evaluation factors support asignificant positive impact, strategic partner type external mode package of plans toorganize and monitor the evaluation factors of IT outsourcing management and controlof a significant positive effect; strategic partnership type of outsourcing pattern for IToutsourcing relationships has a significant positive effect; IT outsourcing managementand control of IT outsourcing relationships has a significant positive effect.
(4) Conducted the Empirical Analysis on model of IT outsourcing performancefactors of Construction and. Based on organizational control theory and IT controltheory, combining the study of the Jae-Nam, Lee (2008), Arun Rai (2009) and DuRong(2012) model of influence factors of IT outsourcing performance, the articleconstruct, in distilled and banking analysis improvement is constructed on the basis ofmodel applicability. Empirical studies show that the first, IT outsourcing and IToutsourcing pattern is a correlation between the performance and the impact on the IToutsourcing pattern through the control of IT outsourcing and IT outsourcingrelationships, and thus will affect the performance of IT outsourcing; Second, IToutsourcing control and IT outsourcing relationship will produce positive effects onthe performance of IT outsourcing, IT outsourcing relationship, but a greater impactgenerated; third, IT outsourcing management and control not only has a positiveimpact on the IT outsourcing relationships, but also through interaction and IToutsourcing relationships, and ultimately joint impact on the performance of IToutsourcing. This requires: commercial banks when the transaction contractualoutsourcing pattern should focus on strengthening the management and control of IToutsourcing from two dimensions to support and monitor the delivery of the evaluation,thereby contributing to improve the economic performance of IT outsourcing; whilecommercial banks to adopt a strategic partner type outsourcing pattern should befocused on strengthening the management and control of IT outsourcing organization from planning and monitoring evaluation of two dimensions, so as to promoteeffectively enhance the performance of IT outsourcing strategy.
In this study, on the basis of existing research results, the study of factorsaffecting locked in IT outsourcing performance, and empirical analysis of survey databy commercial banks, mainly inspected outsourcing pattern, outsourcing andoutsourcing relationship management and control performance affected. From theperspective of organization, management and control of the management and controlof IT outsourcing research conducted in-depth analysis, the influence of the differentneeds and produce management and control of IT outsourcing pattern under differenteffects. Meanwhile, the research will be outsourced and organizational control theorycombined with in-depth Analysis on the one hand, the theoretical study of outsourcinghas made an important complement to the other, but also to further expand and enrichthe organizational control theory applications. For commercial banks outsource ITmanagement and IT implementation, this research also has important practicalguidance value, the research results will help assist commercial banks according totheir needs and location, choose the right IT outsourcing pattern, through the processof outsourcing and outsourcing relationship management to strengthen theimplementation of targeted and thus ultimately to effectively enhance the performanceof IT outsourcing.
引文
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