Managerial perspectives on risk and risk taking
Management Science
Systems analysis and design: current practices
MIS Quarterly
Distributed Artificial Intelligence (Vol. 2)
Managing I/S design teams: a control theories perspective
Management Science
An exercise in evaluating significance of software quality criteria
ITiCSE '99 Proceedings of the 4th annual SIGCSE/SIGCUE ITiCSE conference on Innovation and technology in computer science education
Quality management in systems development: an organizational system perspective
MIS Quarterly - Special issue on Intensive research in information systems: using qualitative, interpretive, and case methods to study information technology—third installment
The role of software processes and communication in offshore software development
Communications of the ACM - Supporting community and building social capital
Software Engineering: A Practitioner's Approach
Software Engineering: A Practitioner's Approach
Measurement Programs in Software Development: Determinants of Success
IEEE Transactions on Software Engineering
An Empirical Study of Speed and Communication in Globally Distributed Software Development
IEEE Transactions on Software Engineering
An Empirical Analysis of Productivity and Quality in Software Products
Management Science
Portfolios of Control in Outsourced Software Development Projects
Information Systems Research
Contracts in Offshore Software Development: An Empirical Analysis
Management Science
The cost behavior of software defects
Decision Support Systems
Deploying Common Systems Globally: The Dynamics of Control
Information Systems Research
Information Systems Research
Managers' Judgments of Performance in IT Services Outsourcing
Journal of Management Information Systems
The role of informal control in PMO lite environments
Proceedings of the 50th annual conference on Computers and People Research
Information and Management
Contract Performance in Offshore Systems Development: Role of Control Mechanisms
Journal of Management Information Systems
From boundary spanning to creolization: A study of Chinese software and services outsourcing vendors
The Journal of Strategic Information Systems
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Past research has studied how the selection and use of control portfolios in software projects is based on environmental and task characteristics. However, little research has examined the consequences of control mode choices on project performance. This paper reports on a study that addresses this issue in the context of outsourced software projects. In addition, we propose that boundary-spanning activities between the vendor and the client enable knowledge sharing across organizational and knowledge domain boundaries. This is expected to lead to facilitation of control through specific incentives and performance norms that are suited to client needs as well as the vendor context. Therefore, we argue that boundary spanning between the vendor and client moderates the relationship between formal controls instituted by the vendor on the development team and project performance. We also hypothesize the effect of collaboration as a clan control on project performance. We examine project performance in terms of software quality and project efficiency. The research model is empirically tested in the Indian software industry setting on a sample of 96 projects. The results suggest that formal and informal control modes have a significant impact on software project outcomes, but need to be finely tuned and directed toward appropriate objectives. In addition, boundary-spanning activities significantly improve the effectiveness of formal controls. Finally, we find that collaborative culture has provided mixed benefits by enhancing quality but reducing efficiency.