A scientific methodology for MIS case studies
MIS Quarterly
Organization context and information systems success: a contingency approach
Journal of Management Information Systems
IT outsourcing as strategic partnering: the case of the UK inland revenue
European Journal of Information Systems
Information and Management
Generalizing Generalizability in Information Systems Research
Information Systems Research
Information systems outsourcing: a survey and analysis of the literature
ACM SIGMIS Database
A Knowledge-Based Theory of the Firm--The Problem-Solving Perspective
Organization Science
Journal of Management Information Systems
Coordinating for Flexibility in e-Business Supply Chains
Journal of Management Information Systems
Postimplementation Knowledge Transfers to Users and Information Technology Professionals
Journal of Management Information Systems
Critical success factors in the alignment of IS plans with business plans
International Journal of Information Management: The Journal for Information Professionals
Review: Supply chain knowledge management: A literature review
Expert Systems with Applications: An International Journal
The role of the entrepreneur in identifying international expansion as a strategic opportunity
International Journal of Information Management: The Journal for Information Professionals
Role of knowledge conversion and social networks in team performance
International Journal of Information Management: The Journal for Information Professionals
International Journal of Business Information Systems
Expert Systems with Applications: An International Journal
A Strategic Perspective on IT Outsourcing
International Journal of Asian Business and Information Management
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What is the impact of specific knowledge-transfer processes on the level of shared knowledge and, in turn, on outsourcing performance in outsourcing relationships? Drawing on a series of case studies covering IT providers and banks, we investigate several applied knowledge-transfer processes dedicated to the transfer of explicit or tacit knowledge between outsourcing banks and their providers. We examine the differential influence of various types of knowledge transfer on shared knowledge between the parties and on the resulting outsourcing performance. Results depict the differential impact of various knowledge-transfer processes dedicated to the transfer of explicit, or tacit knowledge, respectively, on the development of shared knowledge. Interestingly, the combination of both knowledge-transfer processes dedicated to the transfer of explicit knowledge and those dedicated to the transfer of tacit knowledge proves to be most effective. Furthermore the results indicate that high levels of shared knowledge positively influence outsourcing performance. In addition to previous literature, we found transfer processes for explicit knowledge in an outsourcing context to consist of two dimensions: The content dimension, primarily focused on in literature, and the sender-receiver dimension of transfer processes which are rarely addressed in outsourcing literature. The content dimension embraces mechanisms such as trainings, SLAs and standards that define how content has to be interpreted, whereas the sender-receiver dimension of transfer processes of explicit knowledge defines explicit, documented interaction structures between parties.