“Combining qualitative and quantitative methods information systems research: a case study"
Management Information Systems Quarterly
A two-level investigation of information systems outsourcing
Communications of the ACM
Splitting the organization and integrating the code: Conway's law revisited
Proceedings of the 21st international conference on Software engineering
A set of principles for conducting and evaluating interpretive field studies in information systems
MIS Quarterly - Special issue on intensive research in information systems
Global Information Technology Outsourcing: In Search of Business Advantage
Global Information Technology Outsourcing: In Search of Business Advantage
Interpreting Information Systems in Organizations
Interpreting Information Systems in Organizations
NEBIC: A Dynamic Capabilities Theory for Assessing Net-Enablement
Information Systems Research
Generalizing Generalizability in Information Systems Research
Information Systems Research
Deploying Common Systems Globally: The Dynamics of Control
Information Systems Research
A framework for information technology outsourcing risk management
ACM SIGMIS Database
Benefits of global software development: the known and unknown
ICSP'08 Proceedings of the Software process, 2008 international conference on Making globally distributed software development a success story
Mitigating Vendor Silence in Offshore Outsourcing: An Empirical Investigation
Journal of Management Information Systems
Determinants of relationship quality for IS/IT outsourcing success in public sector
Information Systems Frontiers
IT Offshoring: Trust Views from Client and Vendor Perspectives
International Journal of Information Technology Project Management
Journal of Global Information Management
From boundary spanning to creolization: A study of Chinese software and services outsourcing vendors
The Journal of Strategic Information Systems
Hi-index | 0.00 |
This paper investigates two-stage offshoring as experienced by the Irish sites of two large global companies, headquartered in the United States, with significant software development operations. As part of these companies, the Irish sites act as a bridge in their offshoring arrangements: While the U.S. sites offshore work to Ireland, the Irish sites offshore work further to India and, hence, have experience of being both customer and vendor in two-stage offshore sourcing relationships. Using a framework derived from relational exchange theory (RET), we conducted multiple case study research to investigate and develop an initial theoretical model of the implementation of this two-stage offshoring bridge model. Our study shows that while both companies act as bridges in two-stage offshoring arrangements, their approaches differ in relation to (1) team integration, (2) organizational level implementation, and (3) site hierarchy. Although, there are opportunities afforded by the bridge model at present, the extent to which these opportunities will be viable into the future is open to question. As revealed in our study, temporal location seems to favor a bridge location such as Ireland, certainly with United States-Asian partners. However, location alone will not be enough to maintain position in future two-stage offshoring arrangements. Furthermore, our research supports the view that offshoring tends to progress through a staged sequence of progressively lower cost destinations. Such a development suggests that two-stage offshoring, as described in this paper, will eventually become what we would term multistage offshoring.