Eliciting decision-makers' information requirements: application of the rep test methodology
Journal of Management Information Systems
Modern structured analysis
Managing I/S design teams: a control theories perspective
Management Science
Cooperative work across cultural boundaries in system design
Scandinavian Journal of Information Systems
Trust as an Organizing Principle
Organization Science
Knowledge Networks: Explaining Effective Knowledge Sharing in Multiunit Companies
Organization Science
Discursive conditions of knowledge production within cooperative design
Scandinavian Journal of Information Systems
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
Organizing New Product Development Projects in Strategic Alliances
Organization Science
Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
Organization Science
The Coevolution of Trust, Control, and Learning in Joint Ventures
Organization Science
IT Outsourcing Success: A Psychological Contract Perspective
Information Systems Research
Journal of Management Information Systems
Information systems outsourcing: a study of pre-event firm characteristics
Journal of Management Information Systems
Codifiability, Relationship-Specific Information Technology Investment, and Optimal Contracting
Journal of Management Information Systems
The Matrix of Control: Combining Process and Structure Approaches to Managing Software Development
Journal of Management Information Systems
A Unified Model of Requirements Elicitation
Journal of Management Information Systems
Stopping Behavior of Systems Analysts During Information Requirements Elicitation
Journal of Management Information Systems
The Effects of Information Technology Project Complexity on Group Interaction
Journal of Management Information Systems
Journal of Management Information Systems
Offshore Outsourcing: A Dynamic Causal Model of Counteracting Forces
Journal of Management Information Systems
Just Right Outsourcing: Understanding and Managing Risk
Journal of Management Information Systems
An Integrative Contingency Model of Software Project Risk Management
Journal of Management Information Systems
Journal of Management Information Systems
Journal of Management Information Systems
Journal of Management Information Systems
Predictors of Formal Control Usage in IT Outsourcing Partnerships
Information Systems Research
Control in Internal and Outsourced Software Projects
Journal of Management Information Systems
Information and Management
Hybrid Relational-Contractual Governance for Business Process Outsourcing
Journal of Management Information Systems
Contract Performance in Offshore Systems Development: Role of Control Mechanisms
Journal of Management Information Systems
Controlling ERP consultants: Client and provider practices
Journal of Systems and Software
Exploring the interaction effects of social capital
Information and Management
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Although formal and informal control mechanisms are often simultaneously used to govern systems development projects, considerable disagreement exists about whether the use of one strengthens or diminishes the benefits of the other. In other words, are they complements or substitutes? Competing theoretical perspectives favor both sides of the argument, and neither the information systems (IS) controls literature nor the information technology (IT) outsourcing literature has addressed this issue. This study theoretically develops the idea that these competing perspectives are mutually compatible rather than contradictory because informal and formal control mechanisms can simultaneously be complements and substitutes. Using data from 120 outsourced systems development projects, it is shown that informal control mechanisms strengthen the influence of formal behavior control mechanisms on systems development ambidexterity (complementary effects) but weaken the influence of formal outcome control mechanisms (substitutive effects). The key contribution of the paper therefore lies in exploring interactions among control mechanisms in a project's control portfolio to reconcile the competing theoretical perspectives on whether formal and informal controls are complements or substitutes. The findings provide managers guidance on how to carefully combine formal and informal control mechanisms in a project. Combining informal with formal process-based control mechanisms can simultaneously enhance the fulfillment of project goals and development flexibility. However, combining informal with formal outcome-based control mechanisms can instead impair these objectives.