1,721,224 research outputs found
Changing Psychological Contracts and their Effect on Control Modes in IT Offshore Outsourcing Projects – A Case from the Financial Services Industry
No full textThis paper applies a psychological contract perspective to analyze changing control modes in IT offshore outsourcing projects. The research question is: How do changing psychological contracts between client and vendor personnel influence the use and employment of formal and informal control modes in IT offshore outsourcing projects? The research design is an exploratory and interpretive single-case study. Our findings suggest that incidents like unfulfilled expectations from one party of an offshoring endeavor can lead to a change of the psychological contracts between both companies project personnel, thus leading to different control modes employed
Managing Cross-Cultural Dynamics in IT Offshore Outsourcing Relationships: The Role of Cultural Intelligence
No full text2MANAGING CROSS-CULTURAL DYNAMICS IN IT OFFSHORE OUTSOURCING RELATIONSHIPS: THE ROLE OF CULTURAL INTELLIGENCE ABSTRACT Purpose – The purpose of this paper is to better understand how cross-cultural dynamics can be managed effectively by individuals in IT offshore outsourcing relationships. Design / methodology / approach – The research approach was an in-depth exploratory single-case study. The concept of cultural intelligence formed our theoretical foundations. A total of 15 semi-structured interviews were conducted and analyzed in an interpretive fashion along the three dimensions offered by the cultural intelligence concept. Findings – In this paper, we contribute to the cultural intelligence theory by offering empirical evidence that particular communication, conflict resolution, and trust-building techniques are the most important individual-level skills for successful cross-cultural interaction. We thereby extend the behavioral dimension of the cultural intelligence framework. Furthermore, we found that motivation for cross-cultural adaption can be achieved by overcoming negative forces, such as the fear of job loss, and enforcing positive forces, such as curiosity for the other culture, trust-based relationships and clear articulations of expectations. The latter two concepts extend the motivational dimension of cultural intelligence. Practical implications – This study helps to understand how effective cross-cultural interaction is driven by a person’s ability to adapt to new cultural settings. For each cross-cultural problem identified in the project, strategies and techniques employed to overcome the cross-cultural differences are presented. We also found that personal site visits and face-to-face interactions are most effective for developing cultural intelligence. Originality / value – This is the first empirical study to apply the concept of cultural intelligence to the context of IT offshore outsourcing. Furthermore, there have been few empirical studies in IS that analyze cross-cultural issues at the individual level
Measuring Client-Vendor Distance in Global Outsourceing Relationships: A Conceptual Model
No full textThe objective of this paper is to develop a conceptual model for client-vendor distance in global IS outsourcing relationships as previous research on this issue is scarce. A multi-dimensional construct is deductively developed deploying the theory of psychic distance as a theoretical lens. A key finding is that client-vendor distance in global IS outsourcing relationships is constituted by several characteristics that go beyond language barriers, geographical distance, and cultural distance. Thus, the paper lays the grounds for the development of a theory-based measurement model of client-vendor distance in IS. Furthermore, subtle differences exist between near- and offshoring arrangements concerning the relevance and strength of individual dimensions
Drivers of Individual Performance in IT Offshore Outsourcing Projects- A Case Study from the German Banking Industry
No full textThe research question of this paper is what drives individual performance of members in IT offshore outsourcing projects. The research methodology chosen to analyze this research question is an exploratory and interpretive case study design. 15 unstructured and semi-structured interviews were conducted and analyzed with the aim of contributing to the theory-building process of individual performance in offshore outsourcing. The result of our investigations is an integrated performance model including expectancy theory, goal-setting theory, and cultural intelligence. In summary, we found four essential drivers for individual motivation and performance in the project: A cascading approach to meet deadlines which enhanced self-efficacy; the clarification of roles, responsibilities, and goals supported by a work coordination tool; the mutual clarification of expectations and open communication between German and Indian project workers as well as between superiors and subordinates; and the development of cultural intelligence for successful cross-cultural adaptation
Managing Cross-Cultural Dynamics in IT Offshore Outsourcing Relationships: The Role of Cultural Intelligence
No full text2MANAGING CROSS-CULTURAL DYNAMICS IN IT OFFSHORE OUTSOURCING RELATIONSHIPS: THE ROLE OF CULTURAL INTELLIGENCE ABSTRACT Purpose – The purpose of this paper is to better understand how cross-cultural dynamics can be managed effectively by individuals in IT offshore outsourcing relationships. Design / methodology / approach – The research approach was an in-depth exploratory single-case study. The concept of cultural intelligence formed our theoretical foundations. A total of 15 semi-structured interviews were conducted and analyzed in an interpretive fashion along the three dimensions offered by the cultural intelligence concept. Findings – In this paper, we contribute to the cultural intelligence theory by offering empirical evidence that particular communication, conflict resolution, and trust-building techniques are the most important individual-level skills for successful cross-cultural interaction. We thereby extend the behavioral dimension of the cultural intelligence framework. Furthermore, we found that motivation for cross-cultural adaption can be achieved by overcoming negative forces, such as the fear of job loss, and enforcing positive forces, such as curiosity for the other culture, trust-based relationships and clear articulations of expectations. The latter two concepts extend the motivational dimension of cultural intelligence. Practical implications – This study helps to understand how effective cross-cultural interaction is driven by a person’s ability to adapt to new cultural settings. For each cross-cultural problem identified in the project, strategies and techniques employed to overcome the cross-cultural differences are presented. We also found that personal site visits and face-to-face interactions are most effective for developing cultural intelligence. Originality / value – This is the first empirical study to apply the concept of cultural intelligence to the context of IT offshore outsourcing. Furthermore, there have been few empirical studies in IS that analyze cross-cultural issues at the individual level
Theory-generating design science research
No full textA frequently mentioned challenge in design science research (DSR) is the generation of novel theory above and beyond information technology artefacts. This article analyzes the DSR process and extends established frameworks for theory generation to exemplify improvements to theory generation through methods of grounded theory development. On a conceptual base, we developed a theory-generating DSR approach which integrates methods of grounded theory development with established DSR methodology. This combination enables a design theorist to generate theoretical knowledge that extends the applicable knowledge base. We do not elaborate this combination on a meta-level, but rather provide a process model for researchers in form of an extension of a well-known DSR model to combine both methods in a pluralistic research design. With this suggested research approach, scholars can draw theoretical insights from analytical abstractions and can improve the development of IT artefacts in a structured way to avoid failure or repair loops
Mindful Management Practices in Global Multivendor ISD Outsourcing Projects
No full textResearch on global multivendor information systems development (ISD) outsourcing projects has uncovered several management challenges, resulting mainly from the complexity of coordinating multiple vendors across geographical locations. However, a gap persists regarding effective management practices in this context. This study employs an exploratory, single-case study design with grounded theory techniques to generate new, empirically grounded theory regarding mindful management practices. In particular, (1) relational knowledge should be viewed as an enabler but not as a standard recipe for interfirm cooperation, (2) cross-organizational trial-and-error learning processes should be leveraged early in the project, (3) intervendor power relations should be determined on the basis of expertise, and (4) multichannel communication should be structured around the context. These four practices are supported by theoretical insights drawn from organizational mindfulness theory: commitment to resilience, preoccupation with failure, under-specification of structures, and sensitivity to operations. Therefore, the papers main theoretical contribution is the introduction and extension of organizational mindfulness to the domain of global multivendor sourcing, marking an important first step for extending prior theory to the context of interorganizational exchange relationships and networks, with key implications for research and practice
Mindful Management Practices in Global Multivendor ISD Outsourcing Projects
No full textResearch on global multivendor information systems development (ISD) outsourcing projects has uncovered several management challenges, resulting mainly from the complexity of coordinating multiple vendors across geographical locations. However, a gap persists regarding effective management practices in this context. This study employs an exploratory, single-case study design with grounded theory techniques to generate new, empirically grounded theory regarding mindful management practices. In particular, (1) relational knowledge should be viewed as an enabler but not as a standard recipe for interfirm cooperation, (2) cross-organizational trial-and-error learning processes should be leveraged early in the project, (3) intervendor power relations should be determined on the basis of expertise, and (4) multichannel communication should be structured around the context. These four practices are supported by theoretical insights drawn from organizational mindfulness theory: commitment to resilience, preoccupation with failure, under-specification of structures, and sensitivity to operations. Therefore, the papers main theoretical contribution is the introduction and extension of organizational mindfulness to the domain of global multivendor sourcing, marking an important first step for extending prior theory to the context of interorganizational exchange relationships and networks, with key implications for research and practice
Cultural Intelligence and Project Management Interplay in IT Offshore Outsourcing Projects
No full textPrior research on the management of IT offshore outsourcing projects has focused on crosscultural issues or on project and relationship management issues. However, there is still a lack of understanding concerning effective management practices that help to overcome the challenges of client-vendor cultural distance in IT offshoring relationships. Therefore, the goal of this research is to increase our understanding of how the risks that result from this cultural distance in IT offshoring can be mitigated and which management practices must be employed. Thereby, we take both cross-cultural and project management issues into account and focus on the specific interplay between both elements. As research on this topic is scarce, we chose a theory-building and exploratory research design. We conducted an in-depth analysis of a single case from the financial services industry in Germany. Our findings suggest that cultural intelligence and IT project management techniques interact with each other in a reinforcing virtuous circle
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