Effects of culture on control mechanisms in offshore outsourced IT projects
Proceedings of the 2005 ACM SIGMIS CPR conference on Computer personnel research
Journal of Management Information Systems
How Hypertext Links Influence Consumer Perceptions to Build and Degrade Trust Online
Journal of Management Information Systems
ACM Transactions on Software Engineering and Methodology (TOSEM)
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
An institutional analysis of software teams
International Journal of Human-Computer Studies
Journal of Management Information Systems
Journal of Management Information Systems
Foucault's corollary: agency theory and the economics of self-monitoring
International Journal of Networking and Virtual Organisations
The impact of process choice in high maturity environments: An empirical analysis
ICSE '09 Proceedings of the 31st International Conference on Software Engineering
Power of peripheral designers: how users learn to design
Proceedings of the 4th International Conference on Design Science Research in Information Systems and Technology
Governance-Knowledge Fit in Systems Development Projects
Information Systems Research
A Control Theory Perspective on Agile Methodology Use and Changing User Requirements
Information Systems Research
Information and Software Technology
The empirical study of IS development teams' performance in China
WiCOM'09 Proceedings of the 5th International Conference on Wireless communications, networking and mobile computing
Control in Internal and Outsourced Software Projects
Journal of Management Information Systems
Global IT teams and project success
Proceedings of the 2010 Special Interest Group on Management Information System's 48th annual conference on Computer personnel research on Computer personnel research
Controlling the use of collaboration tools in open source software development
Proceedings of the 6th Nordic Conference on Human-Computer Interaction: Extending Boundaries
Reliability, mindfulness, and information systems
MIS Quarterly
Journal of Management Information Systems
The institutionalization of information system project management practices
Information and Organization
Overcoming the challenges in cost estimation for distributed software projects
Proceedings of the 34th International Conference on Software Engineering
Agile distributed software development: enacting control through media and context
Information Systems Journal
International Journal of Human Capital and Information Technology Professionals
Can Social Capital Enhance the Careers of IT Professionals?
Information Resources Management Journal
A Study of Open Source Software Development from Control Perspective
Journal of Database Management
Novelty-Knowledge Alignment: A Theory of Design Convergence in Systems Development
Journal of Management Information Systems
Contract Performance in Offshore Systems Development: Role of Control Mechanisms
Journal of Management Information Systems
Controlling ERP consultants: Client and provider practices
Journal of Systems and Software
Hi-index | 0.02 |
Increasingly, business clients are actively leading information systems (IS) projects, often in collaboration with IS professionals, and they are exercising a greater degree of project control. Control is defined as all attempts to motivate individuals to achieve desired objectives, and it can be exercised via formal and informal modes. Much of the previous research investigating the choice of control mode has focused on direct reporting relationships between IS project leaders and their superiors in a hierarchical setting. However, the client-IS relationships may take on a variety of forms, including both hierarchical and lateral settings. Moreover, prior research has found that the knowledge of the systems development process is a key antecedent of control, yet clients are unlikely to be as knowledgeable as IS professionals about this process. It is therefore unclear whether prior findings will generalize to the client-IS pair, and the goal of this research is to examine the exercise of control across this relationship. Data were gathered from a questionnaire survey of 69 pairs of clients and IS project leaders. The results are largely consistent with prior research on the antecedents offormal control modes, but they shed new insight on the choice ofinformal control modes.