Offshore outsourcing of software development and maintenance: a framework for issues
Information and Management
The role of trust in outsourced IS development projects
Communications of the ACM
The role of software processes and communication in offshore software development
Communications of the ACM - Supporting community and building social capital
Trust-building mechanisms utilized in outsourced IS development projects: a case study
Information and Management
Deploying Common Systems Globally: The Dynamics of Control
Information Systems Research
Journal of Management Information Systems
Procedural coordination and offshored software tasks: Lessons from two case studies
Information and Management
Establishing and maintaining trust in software outsourcing relationships: An empirical investigation
Journal of Systems and Software
Analyzing the impact of a firm's capability on outsourcing success: A process perspective
Information and Management
Information and Software Technology
Effects of initial and ongoing trust in IT outsourcing: A bilateral perspective
Information and Management
Should We Go Our Own Way? Backsourcing Flexibility in IT Services Contracts
Journal of Management Information Systems
Impact of information systems outsourcing: a study of Indian banking sector
International Journal of Business Information Systems
Determinants of relationship quality for IS/IT outsourcing success in public sector
Information Systems Frontiers
Relationship, contract and IT outsourcing success: Evidence from two descriptive case studies
Decision Support Systems
IT Offshoring: Trust Views from Client and Vendor Perspectives
International Journal of Information Technology Project Management
Journal of Global Information Management
Contract Performance in Offshore Systems Development: Role of Control Mechanisms
Journal of Management Information Systems
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Whereas most discussion of outsourcing has concentrated on the clients' perspective, we investigated the formation of offshore IS vendors' trust in their client and the client's control over the vendor; these were assumed to affect the vendor's performance. Focusing on the Japan-China offshoring context, we conducted a survey of 110 project managers in nine Chinese IS outsourcers. Our findings indicated that trust had a significant effect on project quality but little on cost adherence; the relationship between control and the two vendor performance measures were the opposite of this. Furthermore, information sharing, communication quality, and inter-firm adaptation emerged as three significant contributors to the vendor's trust in the client; goal setting and cultural blending turned out to be significant in influencing the client's control over the vendor. One of the key contributions and implications of our research was that certain offshore client behaviors could shape vendor performance by influencing the vendor's trust in the client and client's control over the vendor, beyond formal contracts. These findings may be useful for both offshore vendors and clients in developing successful IS outsourcing.