| After the eighties or nineties of the 20th century, the enterprises' management environment has ultimately changed, they hardly become the leader in the industry only relying on their own resources and capabilities. Facing the unpredictable market, many enterprises begin to seek for a new kind of management pattern. Therefore, outsourcing has become a kind of strategic means for enterprises to obtain the competitive advantage and improve the performance. On one hand, through the outsourcing enterprises can reduce the scale, concentrate on limited resources and strength, and devote one's mind to the development of their core ability and skillful business. On the other hand, the enterprises can make full use of the advantages of outsourcing supplier' resources and technology to make up for the inadequacy of theirselves, and reduce the risks of technology or the changes of market demand. However, outsourcing is a double-edged sword, it brings interests to the enterprise but also causes all sorts of potential risks. For those who can't manage and control the outsourcing activities effectively, the outsourcing can not obtain satisfactory results, but become a stumbling block to the development of enterprises. Therefore, it is necessary for enterprise to study the outsourcing activities, so that it can really bring profit for the enterprise.In the process of outsourcing, enterprise performance will be affected by many factors. The former scholars analyzed the relationship between the outsourcing strategy and performance mainly from outsourcing intensity, management ability, the competence of outsourcing personnel, particularly emphasis outsourcing intensity on the influence of enterprise performance, neglecting the empirical research on influence of outsourcing relationship. However, the author investigated and found that when the outsourcing intensity in certain conditions, the enterprise benefit is affected more by outsourcing relationship. Therefore, in this article the author will emphasize on the outsourcing relationship, but this does not mean a simple negation of outsourcing intensity, but do the hypothesis when it reached a certain extent, the influence of outsourcing relationship on enterprise performance is more important. In addition, the author also found the research results around the outsourcing intensity are not consistent. In fact, the enterprise' business activities can be divided into the core business and non-core business according to the important position. Non-core business outsourcing may improve enterprise performance, but the core business outsourcing can not have a positive effect. Therefore, when we study the effect of outsourcing intensity on enterprise performance, the two should be discussed separately. But, this part of the contents is analysised simply because of the limited space.This thesis adopts empirical research method.Based on the related literature domestic and abroad, the author chooses outsourcing relationship and outsourcing intensity as the two independent variables, the enterprise performance as the dependent variable, and constructs a model described the relation of outsourcing relationship, outsourcing intensity and enterprise performance. Among them, the outsourcing relationship is measured by four dimensions of trust, communication, commitment and opportunism. Outsourcing intensity is multiplied by the depth and breadth, and be divided into core business outsourcing intensity and non-core business outsourcing intensity according to the importance in business. The enterprise performance is divided into the financial performance and the non-financial performance. This paper mainly studies two problems:1.the influence of outsourcing intensity on enterprise performance.2.The influence of outsourcing relationship on enterprise performance when the outsourcing intensity is in a certain context. Based on the data of IT industry in Dalian, the author recovered a total of 160 valid questionnaires. Using SPSS16.0 software to carry out the corresponding statistical analysis, this thesis comes to this conclusion finally:outsourcing relationships and outsourcing intensity both have the influence on the enterprise performance to some extent. Among them, trust, communication and commitment have positive effect on enterprise performance, opportunism has negative effect on enterprise performance. Core business outsourcing intensity has negative effect on enterprise performance, non-core business outsourcing intensity have positive effect on enterprise performance. But in general, outsourcing relationship has greater influent strength than outsourcing intensity. Therefore, in the process of outsourcing, enterprises should not just let others to do the non-core business, and keep their core business within the enterprise.To more important, the enterprise should keep the strategic partnership between suppliers, strengthen mutual trust, communication, commitment and reduce the opportunism behavior. Only in this way, the enterprise and suppliers can truly achieve the "win-win" situation.The innovation point of this article is that on the one hand it constructs a model described the relation of outsourcing relationship, outsourcing intensity and enterprise performance in IT industry. On the other hand, the author puts forward the suggestion of IT enterprise should not improve the performance only by improving the non-core business outsourcing intensity or its core competence, it should strengthen the strategic partnership between suppliers.But this article has a deficiency of measuring method subjective and the sample data are limited. In the future, the author will improve from these two aspects. The auther also hopes that this study can provide feasible theoretical guidance for the IT enterprise in outsourcing decision. |
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