2.

2 Strategic outsourcing in SMEs

outsourcing has been defined in various ways. For this
paper, Smogavec and Peljhan (2017, p. 206) definition of outsourcing
in SMEs was used: “We speak of outsourcing when a company gains
products and/or services that are exclusively adapted to that
company’s business procedures and similar companies might
perform them in-house.”

The purpose of this paper is to examine strategic outsourcing among

Icelandic service firms from (2009 – 2018). The data presented in this
paper from 802 small service firms which collected through telephone
and online questionnaire.

The findings of this paper are that SMEs that have developed
strategy with outsourcing seem to perform better than those who
don’t have. They have achieved cost reduction in housing and
finance, improved service quality by focusing on their core
competencies

Ingi Runar Edvardsson, Susanne Durst, Gudmundur
Kristjan Oskarsson 
Journal of Small Business and Enterprise Development

2.3 IS outsourcing satisfaction and the IS managers’ job

This paper analyze how IS (information system) outsourcing may

influence the IS managers job

Results obtained in a survey carried out over a 12 years , the

proposal consists a model that describes the degree of outsourcing
with the satisfaction achieved.

The study explained the way outsourcing affects the IS managers

positively influences the satisfaction achieved with this service.
Many factors have been said to determine IS outsourcing success,
including, amongst others: factors linked to the customer firm’s
external relationships such as communication and customer-supplier
collaboration (Han et al., 2008), relationship with suppliers and
knowledge transfer between supplier and customer (Koh et al.,
2004). Other factors are markedly internal, for instance, the support
given by the customer firm’s top management (Väyrynen and
Kinnula, 2012), the correct definition of needs by the customer
(Gottschalk and Solli-Sæther, 2005) or the supervision by customers
over suppliers’ work (Kim and Young-Soo, 2003). It is also worth
highlighting factors associated with the way to approach outsourcing,
amongst which stand out the type of contract (Burdon and Bhalla,
2005) or the degree of outsourcing (Grover et al., 1996).

This paper find that IS outsourcing only has a positive influence on

the time needed by managers to develop their professional activity ,
its also helps managers to have some characteristics of their job
improved , specifically its added value and satisfaction and
Outsourcing implies that IS managers have to improve in all types of
knowledge and skills, as it was already detected in previous studies
(Lee Cooke, 2006; Scott, 2007),

Reyes Gonzalez, Jose Gasco, Juan Llopis 
Journal of Global Operations and Strategic Sourcing