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GANSLER, J. AND BINNENDIJK, H. 2004. Information Assurance: Trends in Vulnerabilities, Threats, and Technologies. NDU Press. Working Paper.
From the paper's introduction. One of the missions of the Center for Technology and National Security Policy (CTNSP) at the National Defense University (NDU) is to maximize the infusion of technology from commercial sources into military systems while addressing security and acquisition reform. To better understand the problems of incorporating IT into the battlefield, CTNSP, in concert with The Center for Public Policy and Private Enterprise (CPPPE) of the University of Maryland School of Public Affairs, brought together leaders in the field of military and commercial policy and technology. The purpose of the meeting was to discuss information assurance issues as they relate to network-centric warfare. The workshop objective was to gain insight into transformation risks in the following areas: trends in the new digitized battlefield, impact of degraded information systems on battlefield operations, and trends in information assurance technologies and system design. This volume presents the proceedings of that workshop.
GARG, A. AND SHARMA, A. 2004. How They Did It. BITSAA Technology. (Available at http://www.bitsaa.org/sandpaper/leaders/hukku.htm).
Lead from the article. The company had all the elements of a startup story. An idea for a product, $400,000 in venture financing, zero revenues, one client, a threadbare office, and three passionate founders. The $400,000 in VC money is now worth over $400 million, and the entire company is valued at a billion dollars. Much has been written about i-flex's success as the world's #1 selling core banking software company. But this article talks about the lesser known Rajesh Hukku, the person, and the early beginnings of i-flex Solutions.
GEISHECKER, I. AND GORG, H. 2004. Winners and Losers: Fragmentation, Trade, and Wages Revisited. Forschungsinstitut zue Zukunft der Arbeit (Institute for the Study of Labor), Bonn, Germany (Jan.)
The study investigates the relationship between outsourcing and wages, conducting an economic analysis using a data set (the German Socio-Economic Household Panel) and industry-level data for the years 1991-2000. It found a significant decrease in wages of low-skilled workers as a result of outsourcing and that there was a significant but less pronounced increase in wages for high-skill workers. The results were not significant for mid-skill workers. In particular, wages for jobs that required a college or technical school training increased, while wages for jobs with lower required qualifications decreased. Germany, the authors point out, the largest economy in Europe, is far more open to international trade than the United States and has recently increased opportunities for production sharing with nearby countries in Central and Eastern Europe because of the major political and economic changes these countries have had.
GLOBAL INSIGHT (USA) 2004. The Impact of Offshore IT Software and Services Outsourcing on the U.S. Economy and the IT Industry. Sponsored by The Information Technology Association of America (March).
This study provides a useful description and analysis of the impact of outsourcing on US jobs to date, an analysis of how many of the 372,000 US software and services jobs lost between 2000 and 2003 were due to outsourcing (estimated at 104,000), the reasons behind the movement to offshore outsourcing of IT software and services, and the economic payoff to the United States for outsourcing. The main body of the report is findings based on running an econometric model.
GOLDER, A. 2004. Companies Unhappy With Results in 50% of IT Deals. Supply Management 27 (May).
Analysts at Gartner made a year-long study of major outsourcing deals by more than 20 companies in Europe. Approximately half of the time, these deals did not meet the client's expectations. The article gives no details.
GOLDMAN SACHS 2004.Offshoring By the Numbers. Center for American Progress (May 21). (Available at http://www.americanprogress.org/site/pp.asp?c=biJRJ8OVF=81289).
Due to limited government data on the number of jobs lost due to offshoring, the only available data estimates are provided from universities and private research groups. Goldman Sachs, a researcher, provides the following statistics: 300,000 - 500,000 jobs have been offshored over the last three years; only one thousandth of US employment is affected by outsourcing; and job losses up to 6 million could move offshore over the next 10 years.
GOMOLSKI, B. 2004. What to Tell the Kids. Computerworld (Oct.)
The article reports on parental fears that IT will not be a good career choice for their children. Job growth areas in IT are identified: business processing design and management, information management, and relationship and vendor management. The author is a vice president at Gartner.
GOMORY, R. E. AND BAUMOL, W.J. 2000. Global Trade and Conflicting National Interests. MIT Press, Cambridge, MA.
Book description from Amazon. In this book, Ralph Gomory and William Baumol adapt classical trade models to the modern world economy. Trade today is dominated by manufactured goods, rapidly moving technology, and huge firms that benefit from economies of scale. This is very different from the largely agricultural world in which the classical theories originated. Gomory and Baumol show that the new and significant conflicts resulting from international trade are inherent in modern economies. Today improvement in one country's productive capabilities is often attainable only at the expense of another country's general welfare. The authors describe why and when this is so and why, in a modern free-trade environment, a country might have a vital stake in the competitive strength of its industries.
GOO, J., KISHORE, R. AND RAO, H. R. 2000. A Content-Analytic Longitudinal Study of the Drivers for Information Technology and Systems Outsourcing. In Proceedings of the 21st International Conference on Information Systems. Brisbane, Queensland, Australia. 601-611.
This article, by three management school professors at SUNY Buffalo, describes their project to identify the key drivers of IT outsourcing. The project is still underway so this article only reports on the taxonomy they have developed and does not identify which of the potential drivers are most commonly at play (possibly varying by time or by the procuring industry).
GORG, H., HANLEY, A., AND STROBL, E. 2004. International Outsourcing and Productivity: Evidence from Plant Level Data. University of Nottingham.
From the paper's abstract. We investigate the impact of international outsourcing on productivity using plant-level data for Irish manufacturing. Specifically, we distinguish the effect of outsourcing of materials from services inputs. Moreover, we examine whether the impact on productivity is different for plants being more embedded in international markets through exporting or being part of a multinational. Our results demonstrate that these distinctions can in general be important and are line with implications from the recent theoretical literature.
GORGONE, J., DAVIES, G.B., VALACICH, J.S., TOPI, H., FEINSTEIN, D.L., AND LONGENECKER, H.E. 2002. IS 2002: Model Curriculum and Guidelines for Undergraduate Degree Programs in Information Systems. Joint Report of the Asociation for Computing Machinery, Association for Information Systems, and Association of Information Technology Professionals.
This report gives the most recent model curriculum for information systems, prepared by three professional organizations.
GOSH, R. AND ZACHARIAH, M. Eds. 1987. Education and the Process of Change. Sage Publications.
From Amazon.com. [This book] looks at the role that education has played in the reconstruction and revitalization of Indian society over the last four decades. Four broad themes are examined: socio-cultural and political constraints in the field of education; economic, scientific and technological policies as they relate to education; strategies to overcome these constraints; and social change and cultural revitalization.
GOTSCH, T. 2004. Jobs, Privacy Concerns Spark State Trend Against Sending Call Center Jobs Overseas. Telecommunications Reports 70, 3 (Feb.) 25-26.
The article surveys some of the protectionist legislative response to offshoring, especially at the state government level. Some of the state legislation requires the call centers and other service centers to be located in the region of the customers that is being served. One place that legislation has made progress is in North Carolina, where, in August 2003, Gov. Michael Easley issued an executive order stopping the use of overseas call centers on state contracts.
GRISWOLD, D.T. AND BUSS, D. D. 2004. Outsourcing Benefits Michigan Economy and Taxpayers. Policy Brief. Mackinac Center for Public Policy, Midland, Michigan (Sept. 16).
Griswold is director of the Center for Trade Policy Studies at the Cato Institute, and the article takes the typical Cato Institute "free trade, no Protectionism" line of argument. The article is directed at Michigan which is sensitive about job loss because of the prior losses in the automobile and manufacturing industries. Examples are given of two Michigan companies that benefit from free trade: Delphi, a subsidiary of General Motors, and Covansys, a technology services provider. The article also talks about the direct foreign investment that occurs in Michigan as a result of free trade from such companies as Mazda Motor, Nissan Motor, Hyundai, Suzuki Motor, Toyota Motor, and Mitsubishi Heavy Industries.
GROSSMAN, G. AND HELPMAN, E. 2002. Outsourcing in a Global Economy. National Bureau of Economic Research. NBER Working Paper 8728 (Jan.). (D)
In this article, two economists build a model to study outsourcing decisions in a global economy. The model requires producers to go outside the firm for some essential service or component. The search for this supplier is costly and specific to a market. The model has built into it "thick-market externality" which states that a search is more profitable in markets where there are more suppliers present. The paper considers how labor supplies and investment technologies affect the equilibrium locations of outsourcing activities. The paper also considers the role of the contracting environment, characterizing the legal setting in the supplier country by the fraction of a relationship-specific investment that is verifiable to a third party. This paper represents an intermediate result in a series of papers that have as an ultimate goal building a model that considers both whether to do work in house or subcontract and whether to subcontract at home or abroad.
GROSSMAN, G., HELPMAN, E., AND SZEIDL, A. Complementarities Between Outsourcing and Foreign Sourcing. Work In Progress. (Available at http://econ.tau.ac.il/research/abstract.asp?id=12005).
In this paper, three economists use recent advances in the theory of economic analysis to build an economic model that enables them to "identify circumstances under which firms choose to make their inputs themselves or buy them from third parties and when they choose to produce or procure their inputs locally or abroad." This is a model that considers both whether to do work in-house or subcontract and whether to subcontract at home or abroad.
GUMBEL, P. 2004. Au Revoir, Les Jobs. Time Europe, online edition. (Oct. 3).
From the article. Moving the workforce to cheaper lands is all the rage, but that makes unions and politicians anxious. The French government is trying to stall "offshoring." But can it really stop jobs from going abroad? And should it?
GURBAXANI, V. 1996. The New World of Information Technology Outsourcing. Communications of the ACM (July) 45-46.
This article is somewhat dated and focused on outsourcing rather than offshoring. However, it provides some useful information. The beginning of the paper talks about early watershed development in outsourcing. The second half of the paper talks about three kinds of strategic intent for outsourcing: IS improvement, business impact, and commercial exploitation. The author argues that, contrary to the conventional wisdom that companies outsource IS activities that are commodified, managers are willing to outsource IT even if they think the work is strategic because they view outsourcing as "the means by which they can realize the strategic potential of IT, something they have been unable to realize through in-house IT departments."
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