The Mutual Knowledge Problem and Its Consequences for Dispersed Collaboration
Organization Science
Knowledge Networks: Explaining Effective Knowledge Sharing in Multiunit Companies
Organization Science
Coordinating Expertise in Software Development Teams
Management Science
Journal of the American Society for Information Science and Technology
Procedural coordination and offshored software tasks: Lessons from two case studies
Information and Management
Journal of the American Society for Information Science and Technology
Social Capital and Organizational Performance: Evidence from Urban Public Schools
Organization Science
Group cohesion in organizational innovation: An empirical examination of ERP implementation
Information and Software Technology
The Post-Offshoring IS Organization
Information Resources Management Journal
Boundary spanners and client vendor relationships in IT outsourcing: a social capital perspective
Proceedings of the 49th SIGMIS annual conference on Computer personnel research
Hi-index | 0.00 |
Offshore outsourcing of information systems application development (ISD) has grown tremendously in the past decade. Executing such projects requires collaboration from project participants across the client and vendor firms, located in different countries. However, orchestrating effective collaboration, across teams separated by geographic, organizational and cultural contexts, has emerged as a significant challenge in managing offshored projects. In this research, we examine the usefulness of boundary spanning in addressing this challenge. Specifically, we focus on the role of client project manager as a boundary spanner, connecting the distributed team members from both client and vendor firms, and facilitating expertise sharing and coordination. We present a multi-dimensional conceptualization of the boundary spanning activities of the client project manager. Utilizing an organizational capital perspective, we examine capital generated in offshore project teams through boundary spanning, as a potential mechanism through which boundary spanning effects successful project outcomes.