A two-level investigation of information systems outsourcing
Communications of the ACM
A set of principles for conducting and evaluating interpretive field studies in information systems
MIS Quarterly - Special issue on intensive research in information systems
Capability Maturity Model, Version 1.1
IEEE Software
The Mutual Knowledge Problem and Its Consequences for Dispersed Collaboration
Organization Science
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
Organization Science
Dialogue on Organization and Knowledge
Organization Science
Global It Outsourcing: Management of Software Development Projects
Global It Outsourcing: Management of Software Development Projects
Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams
Organization Science
Managing cross-cultural issues in global software outsourcing
Communications of the ACM - Human-computer etiquette
Information Systems Research
Where does Russia fit into the global software industry?
Communications of the ACM - Next-generation cyber forensics
From Underdogs to Tigers: The Rise and Growth of the Software Industry in Brazil, China, India, Ireland, and Israel
Owning the Code: Status Closure in Distributed Groups
Organization Science
Journal of Management Information Systems
Team Boundary Issues Across Multiple Global Firms
Journal of Management Information Systems
Who shouts louder?: exerting power across distance and culture
Proceedings of the 2009 international workshop on Intercultural collaboration
Boundary spanning in offshored ISD projects: a project social capital perspective
Proceedings of the special interest group on management information system's 47th annual conference on Computer personnel research
Information and Management
Shopping for sharpies in Seattle: mundane infrastructures of transnational design
Proceedings of the 3rd international conference on Intercultural collaboration
Boundary spanners and client vendor relationships in IT outsourcing: a social capital perspective
Proceedings of the 49th SIGMIS annual conference on Computer personnel research
Information and Organization
Mitigating Vendor Silence in Offshore Outsourcing: An Empirical Investigation
Journal of Management Information Systems
Expert Systems with Applications: An International Journal
Exploring the role of mentoring in the IS profession: a cross-national comparison
Proceedings of the 50th annual conference on Computers and People Research
Reconfiguring Boundary Relations: Robotic Innovations in Pharmacy Work
Organization Science
Organization Science
Modeling High-Quality Knowledge Sharing in cross-functional software development teams
Information Processing and Management: an International Journal
Establishing Preconditions for Spanning the Boundaries in Public Private IT Megaprojects
International Journal of Information Technology Project Management
Journal of Global Information Management
The 24-Hour Knowledge Factory: Work and Organizational Redesign and Associated Challenges
Information Resources Management Journal
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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Increasingly, firms source more complex and strategic as well as harder to codify information technology projects to low-cost offshore locations. Completing such projects successfully requires close collaboration among all participants. Yet, achieving such collaboration is extremely difficult because of the complexity of the context: multiple and overlapping boundaries associated with diverse organizational and national contexts separate the participants. These boundaries also lead to a pronounced imbalance of resources among onshore and offshore contributors giving rise to status differences and inhibiting collaboration. This research adopts a practice perspective to investigate how differences in country and organizational contexts give rise to boundaries and associated status differences in offshore application development projects and how these boundaries and status differences can be renegotiated in practice to establish effective collaboration. To illustrate and refine the theory, a qualitative case study of a large financial services firm, which sourced a variety of high-end IT work to its wholly owned subsidiaries ("captive centers") and to third party vendors in multiple global locations (in particular, to India and Russia), is presented. Using a grounded theory approach, the paper finds that differences in country contexts gave rise to a number of boundaries that inhibited collaboration effectiveness, while differences in organizational contexts were largely mediated through organizational practices that treated vendor centers and captive units similarly. It also shows that some key onshore managers were able to alleviate status differences and facilitate effective collaboration across diverse country contexts by drawing on their position and resources. Implications are drawn for the theory and practice of global software development and multiparty collaboration.