The role of trust in outsourced IS development projects
Communications of the ACM
Splitting the organization and integrating the code: Conway's law revisited
Proceedings of the 21st international conference on Software engineering
A set of principles for conducting and evaluating interpretive field studies in information systems
MIS Quarterly - Special issue on intensive research in information systems
The Mutual Knowledge Problem and Its Consequences for Dispersed Collaboration
Organization Science
An Empirical Study of Speed and Communication in Globally Distributed Software Development
IEEE Transactions on Software Engineering
Global software development at siemens: experience from nine projects
Proceedings of the 27th international conference on Software engineering
Efficacy in Technology-Mediated Distributed Teams
Journal of Management Information Systems
An integrative model of trust on IT outsourcing: Examining a bilateral perspective
Information Systems Frontiers
Vendors' perspectives on trust and control in offshore information systems outsourcing
Information and Management
Communication networks in geographically distributed software development
Proceedings of the 2008 ACM conference on Computer supported cooperative work
Team Knowledge and Coordination in Geographically Distributed Software Development
Journal of Management Information Systems
Information and Management
Information Systems Journal
Hi-index | 0.00 |
Prior research has shown that the success of offshoring is affected by relational behaviours of the employees involved in an offshoring collaboration. However, hardly anything is known about the attitudes that onshore colleagues hold towards offshoring, and how such offshoring attitudes affect relational behaviours towards offshore colleagues. We therefore present an interpretivist, qualitative case study that explores the offshoring attitudes of German information technology developers. We found that offshoring attitudes affected relational behaviours towards Indian offshore colleagues, in terms of (1) treating Indian colleagues as fellow team members as opposed to suppliers; (2) spending more or less effort in communication and knowledge transfer; and (3) supporting vs. avoiding the task transfer. These relational behaviours fed back into participants' offshoring attitudes, leading to vicious and virtuous circles. The circles created two contrasting configurations of offshoring attitudes and relational behaviours, driven by opposing forces within the departmental context. Our findings highlight the value of taking a configurational perspective for understanding offshoring success and for identifying drivers that need to be managed in order to achieve favourable configurations. We suggest that future research should further expand the typology of attitude-behaviour configurations and could apply theories of efficacy, self-reinforcing spirals and planned behaviour. © 2013 Wiley Periodicals, Inc.