{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T18:00:59Z","timestamp":1754157659296,"version":"3.41.2"},"reference-count":5,"publisher":"Emerald","issue":"5","license":[{"start":{"date-parts":[[2001,12,1]],"date-time":"2001-12-01T00:00:00Z","timestamp":1007164800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2001,12,1]]},"abstract":"<jats:p>It is sometimes forgotten, in the day\u2010to\u2010day management of business, that the only real asset in most outsourcing arrangements is the collection of individuals who execute the terms of the agreement day to day. For vendors of outsourcing services, this is absolutely crucial, far more important in most instances than the supporting technologies or processes, which are rendered useless without that staff. For the buyers of outsourced services, there is an implicit admittance that they are either unwilling or unable to acquire and manage the personnel required to do the jobs outlined in the outsourcing agreement. So, the starting premise here is that keeping a cadre of qualified people is important to the company, though an outsourcer may more efficiently provide those people.<\/jats:p>","DOI":"10.1108\/09685220110408059","type":"journal-article","created":{"date-parts":[[2003,1,6]],"date-time":"2003-01-06T22:18:30Z","timestamp":1041891510000},"page":"243-249","source":"Crossref","is-referenced-by-count":5,"title":["IT outsourcing \u2013 managing the key asset"],"prefix":"10.1108","volume":"9","author":[{"given":"Margaret","family":"Hurley","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2022030920172201100_B1","unstructured":"Harkins, P.J. (1998), \u201cWhy employees stay \u2013 or go\u201d, Workforce Magazine, October."},{"key":"key2022030920172201100_B2","unstructured":"Hurley, M. (1999), \u2018\u2018IT skill retention\u201d, NNI: Opinion, Vol. 4 No. 3."},{"key":"key2022030920172201100_B3","unstructured":"Imperato, G. (1998), \u201cHow to hire the next Michael Jordan\u201d, Fast Company, December."},{"key":"key2022030920172201100_B4","unstructured":"Kaye, B. and Jordan\u2010Evans, S. (1999), Love \u2019Em or Lose \u2019Em, Berrett\u2010Koehler, New York, NY."},{"key":"key2022030920172201100_B5","unstructured":"Watson Wyatt (1999), Training as a Recruitment Tool, Watson Wyatt, Reigate."}],"container-title":["Information Management &amp; Computer Security"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/09685220110408059","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/09685220110408059\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/09685220110408059\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:08:37Z","timestamp":1753402117000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/ics\/article\/9\/5\/243-249\/180759"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2001,12,1]]},"references-count":5,"journal-issue":{"issue":"5","published-print":{"date-parts":[[2001,12,1]]}},"alternative-id":["10.1108\/09685220110408059"],"URL":"https:\/\/doi.org\/10.1108\/09685220110408059","relation":{},"ISSN":["0968-5227"],"issn-type":[{"type":"print","value":"0968-5227"}],"subject":[],"published":{"date-parts":[[2001,12,1]]}}}