The Gestalt of an information technology outsourcing relationship: an exploratory analysis
ICIS '97 Proceedings of the eighteenth international conference on Information systems
Recognizing runaway IS projects when they occur: the bank consortium case
Annals of cases on information technology
Information Systems Research
Journal of Management Information Systems
Journal of Management Information Systems
The effect of service quality and partnership on the outsourcing of information systems functions
Journal of Management Information Systems
Owning the Code: Status Closure in Distributed Groups
Organization Science
Offshore Outsourcing: A Dynamic Causal Model of Counteracting Forces
Journal of Management Information Systems
Offshore outsourcing: the risk of keeping mum
Communications of the ACM
Keeping Mum as the Project Goes Under: Toward an Explanatory Model
Journal of Management Information Systems
A US Client's learning from outsourcing IT work offshore
Information Systems Frontiers
An integrative model of trust on IT outsourcing: Examining a bilateral perspective
Information Systems Frontiers
Journal of Management Information Systems
Hi-index | 0.00 |
The tendency to remain silent about project-related issues can contribute to suboptimal project performance or project failure. Prior research in offshore outsourcing suggests that client managers should play a critical role to induce offshore vendors' employees not only to report project problems in a timely fashion but also to brainstorm and contribute ideas to a project. Also, the extant research on cross-cultural teams has emphasized the importance of cultural adaptation in the smooth functioning of these teams, but the role of cultural adaptation in silence mitigation has been largely underdeveloped in the literature. In this research, we bring these concepts of vendor silence and cultural adaptation in cross-cultural teams together and develop a process framework that illustrates how vendor silence may be mitigated in offshore outsourcing through various silence mitigation mechanisms. We then develop three propositions for organizational action toward mitigating vendor silence, which highlight the mediating role of cultural adaptation.