BEZERRA, T. R.; http://lattes.cnpq.br/5285201763618981; BEZERRA, Tárcio Rodrigues.
Resumo:
Information Technology (IT) can contribute significantly and be used as a tool to boost
the development of people and organizations. To promote the effectiveness of this
environment, it is appropriate that the IT department define and deploy a portfolio of
IT services aligned with organizational objectives. Implement and maintain such a
portfolio involves the application of resources and capabilities, implying in operational
costs. It is essential define a most profitable sourcing strategy in terms of business
results. When an organization lacks the internal IT capabilities, in terms of quantity
and quality, required for the provision of all of its IT services portfolio, it must look for
external organizations able to fill the gap. This practice is known as Information
Technology Outsourcing - ITO. In the context of Brazilian public organizations, a high
degree of IT outsourcing is observed without proper analysis of the benefits and risks
involved or without aligning this initiative with organizational goals. On this research,
it is assumed that among the causes for this problem is the poor understanding, on the
part of decision makers, of the complex network of nonlinear interactions existing
between IT capabilities management, sourcing management and benefits management
activities, subject to feedbacks and delays of several magnitudes. In order to fill this
gap in organizational knowledge, this research aims to analyze the complex dynamics
existing on employing core IT capabilities and on the interaction of these capabilities
with the suppliers' ones during ongoing outsourcing contracts, to support decisions that
promote the achievement of expected ITO results. With this purpose, a system
dynamics simulation model, called ITO-CapSim, was developed and validated through
case studies in two public organizations in Alagoas state. Along validation process, the
model was used to analyze different sourcing policies and risks inherent in the
adoption of ITO, involving two core IT capabilities: ITO Contracts Monitoring and
Systems Development Service Delivery. The effectiveness of ITO-CapSim was
evaluated by IT managers from public organizations through questionnaires and
interviews. After quantitative and qualitative analysis of the responses, the results
indicated that the use of ITO-CapSim as organizational learning tool has improved the
understanding of decision-makers on the complexity of strategic sourcing management
IT core capabilities, generating insights that can result in a more successful ITO
process.