Task-technology fit and individual performance
MIS Quarterly
A case-based approach for modeling nonlinear systems
Fuzzy Sets and Systems - Special issue on fuzzy signal processing
MIS Quarterly - Special issue on IS curricula and pedagogy
Building, using, and managing the data warehouse
Building, using, and managing the data warehouse
Organizational Learning through the Process of Enhancing Information Systems
HICSS '01 Proceedings of the 34th Annual Hawaii International Conference on System Sciences ( HICSS-34)-Volume 4 - Volume 4
Information Systems Research
Journal of Management Information Systems
Organizational learning during advanced system development: opportunities and obstacles
Journal of Management Information Systems - Special section: Strategic and competitive information systems
The effect of service quality and partnership on the outsourcing of information systems functions
Journal of Management Information Systems
How to select fair improving directions in a negotiation model overcontinuous issues
IEEE Transactions on Systems, Man, and Cybernetics, Part C: Applications and Reviews
Case study: Managing technology alliances: The case for knowledge management
International Journal of Information Management: The Journal for Information Professionals
International Journal of Information Management: The Journal for Information Professionals
International Journal of Information Management: The Journal for Information Professionals
International Journal of Information Management: The Journal for Information Professionals
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This research examines the effect an Information Systems IS development team has on end-users' perceptions of system quality and system benefits by transferring relevant knowledge through inter-and intra-firm boundaries. The research context is the prevalent partnership in which an external consultant with relevant expertise leads a client team to undertake an IS project. A high-level research model that depicts dynamics among team competence for knowledge transfer, consultant partnership with the project team, knowledge transfer through inter-and intra-firm boundaries, and project success is proposed grounded on the theory of boundary spanning. Key indicators of team competence and consultant partnership are derived from existing studies. With expected multiplicity in the conceptual dimensions of team competence and consultant partnership, they are designated as second-order constructs with first-order manifest variables. User perceptions of the post-implementation quality and benefits of an information system serve as project success variables. Relevant hypotheses propose dynamics among the studied constructs. Survey data are gathered from both system developers and end-users, and the integrity of the research model and corresponding hypotheses are empirically tested with structural equation modeling. Data analysis confirmed the importance of knowledge transfer for the post-implementation success of an IS project.