Structure and perceived effectiveness of software development subunits: a task contingency analysis
Journal of Management Information Systems - Special issue: Collaboration technology, modeling, and end-user computing for the 1990s
Cognitive bias in software engineering
Communications of the ACM
Multivariate data analysis (4th ed.): with readings
Multivariate data analysis (4th ed.): with readings
Software Engineering Economics
Software Engineering Economics
An Empirical Analysis of Productivity and Quality in Software Products
Management Science
Coordinating Expertise in Software Development Teams
Management Science
Portfolios of Control in Outsourced Software Development Projects
Information Systems Research
Contracts in Offshore Software Development: An Empirical Analysis
Management Science
ODC: a global IT services delivery model
Communications of the ACM - New architectures for financial services
Five Decades of Operations Management and the Prospects Ahead
Management Science
Software processes and project performance
Journal of Management Information Systems - Special section: Information technology and its organizational impact
Toward an assessment of software development risk
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Managing risk in offshore systems development
Communications of the ACM
A Systematic Review of Software Development Cost Estimation Studies
IEEE Transactions on Software Engineering
Software Effort, Quality, and Cycle Time: A Study of CMM Level 5 Projects
IEEE Transactions on Software Engineering
Journal of Management Information Systems
Software Engineering: A Practitioner's Approach
Software Engineering: A Practitioner's Approach
An Interdisciplinary Perspective on IT Services Management and Service Science
Journal of Management Information Systems
Expert Systems with Applications: An International Journal
Contract Performance in Offshore Systems Development: Role of Control Mechanisms
Journal of Management Information Systems
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An important task for managers in information technology (IT) service settings is the judgment of service performance. The complex and intangible nature of IT services, however, renders this task especially difficult. We use a sample of 85 outsourced software development projects to test for the presence of the "input bias," which is defined as the systematic misuse of nondiagnostic input information in forming managerial judgments of outcomes. The service outcome we examine is process performance. The diagnostic inputs are given by objective performance metrics based on the final cost and duration of completed projects, whereas the nondiagnostic inputs are risk anticipations formed by managers prior to the start of the project. We find strong evidence of the input bias, which leads managers' subjective assessments to diverge considerably from objective outcomes, and that it is moderated by contract type. Our study contributes to better service management by improving our understanding of managers' judgments of service performance and how these judgments are formed.