Explaining the role of user participation in information system use
Management Science
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The role of software processes and communication in offshore software development
Communications of the ACM - Supporting community and building social capital
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Coordinating Expertise in Software Development Teams
Management Science
Portfolios of Control in Outsourced Software Development Projects
Information Systems Research
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Management Science
Managing cross-cultural issues in global software outsourcing
Communications of the ACM - Human-computer etiquette
IT Outsourcing Strategies: Universalistic, Contingency, and Configurational Explanations of Success
Information Systems Research
IT Outsourcing Success: A Psychological Contract Perspective
Information Systems Research
The World Is Flat [Updated and Expanded]: A Brief History of the Twenty-first Century
The World Is Flat [Updated and Expanded]: A Brief History of the Twenty-first Century
The Matrix of Control: Combining Process and Structure Approaches to Managing Software Development
Journal of Management Information Systems
IEEE Transactions on Software Engineering
Manufacturing & Service Operations Management
Determinants of relationship quality for IS/IT outsourcing success in public sector
Information Systems Frontiers
Information systems strategy: Past, present, future?
The Journal of Strategic Information Systems
International Journal of Business Information Systems
Journal of Global Information Management
Journal of Global Information Management
Hybrid Relational-Contractual Governance for Business Process Outsourcing
Journal of Management Information Systems
IT service climate, antecedents and IT service quality outcomes: Some initial evidence
The Journal of Strategic Information Systems
Journal of Global Information Management
Journal of Global Information Management
Information and Management
The Journal of Strategic Information Systems
Toward an understanding of the nature and conceptualization of outsourcing success
Information and Management
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Agency theory has served as a key basis for identifying drivers of offshore information system project success. Consequently, the role of relational factors in driving project success has been overlooked in this literature. In this paper, we address this gap by integrating the social embeddedness perspective and the culture literature to theorize how and why relational factors affect the success of offshore IS projects that are strategic in nature. We identify organizational and interpersonal cultural differences as critical success factors in this context. Using data from a longitudinal field study of 155 offshore IS projects managed by 22 project leaders, we found evidence of a relationship between hypothesized relational factors and two measures of offshore IS project success--namely, project cost overruns and client satisfaction-- over and above the effects of project characteristics and agency factors. Specifically, we found that information exchange, joint problem solving, and trust reduce project cost overruns and improve client satisfaction. We also found a relationship between cultural differences at the organizational and team level, and offshore IS project success. The model explained 40 percent and 41 percent of the variance in project cost overruns and client satisfaction, respectively, for projects with a client representative. For projects with no client representative, the model explained 35 percent and 37 percent of the variance in project cost overruns and client satisfaction, respectively. Collectively, the results have important theoretical and practical implications for how client-- vendor relationships should be managed when partnering with offshore firms and designing offshore IS project teams.