Outsourcing information services
| DOI | https://doi.org/10.1108/07378830911007709 |
| Pages | 602-609 |
| Published date | 20 November 2009 |
| Date | 20 November 2009 |
| Author | Anne Petry‐Eberle,Monika Bieg |
| Subject Matter | Information & knowledge management,Library & information science |
Outsourcing information services
Anne Petry-Eberle and Monika Bieg
Daimler AG – Corporate Facility Management,
Corporate Information and Research Management, Stuttgart, Germany
Abstract
Purpose – The purpose of this paper is to present the systematic redevelopment of a Corporate
Information Center’s strategy, with particular focus on the aspect of outsourcing services. This aspect
is emphasised, because it is the only way to realise a new business model without an increase in
resources.
Design/methodology/approach – There is a description of which services have been outsourced,
while it is also made clear which activities related to the creation of processes and their supervision
have remained in the company’s internal Information Center, and how they are changing as time goes
on. The licensing of information sources from external aggregators is viewed in the context of
outsourcing, as is the latest development in Vendor Portfolio Management.
Findings – After the transformation of the classic spectrum of library services into the strategically
created portfolio of an Online Information Center, the core tasks at the forefront are those which anchor
the Information Center in the corporation of which it is a part, and which perfectly combine the
interests of the corporation with the use of information industry competencies through cooperation
and partnership with service providers.
Originality/value – The case study demonstrates how, and for what purpose, information industry
competencies can be used in an Online Information Center. Even with limited resources, the skilful use
of outsourcing solutions makes possible the redevelopment of strategy and therefore change.
Keywords Outsourcing,Information services, Online operations
Paper type Case study
Definition of terms and introduction
The field of business economics lacks a unified understanding of outsourcing. The
term is used for all varieties of external procurement, and also means the decision to
use external procurement. It means the use of the market or the use of cooperative work
and networking – always with the goal of concentrating on core business activities.
Business-management approaches to explaining outsourcing will not be examined
here (see Bresser, 2007).
In this paper, based on practical experience of working in a Corporate Information
Centre, the term outsourcing will be used to mean the external procurement of services,
which were either previously undertaken in house, or were bought in as new services
from the beginning (Wikipedia: Outsourcing, 12.01.2009). The literature demonstrates
again and again that although outsourcing is generally instigated by similar factors, in
each individual case there is a different context and a variety of requirements. This will
also be seen in what follows. Very different aspects can come into play, even in the
various externally procured services and outsourced processes of the same Corporate
Information Centre (see PricewaterhouseCoopers, 2007).
The Corporate Information and Research Management department at Daimler
(abbreviated to IR forInformation and Research in what follows) is a central department
of the company, with functional responsibility for Information Services and Solutions.
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0737-8831.htm
LHT
27,4
602
Received 26 June 2009
Revised 2 July 2009
Accepted 24 July 2009
Library Hi Tech
Vol. 27 No. 4, 2009
pp. 602-609
qEmerald Group Publishing Limited
0737-8831
DOI 10.1108/07378830911007709
To continue reading
Request your trial