The effective promotion of informal control in information systems offshoring projects
As firms increasingly engage in interorganizational information systems (IS) projects, including IS offshoring projects, the challenge for client firms of effectively exercising control across organizational boundaries becomes critical. Although the importance of informal controls (clan and self-con...
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| Veröffentlicht in: | European journal of information systems Jg. 24; H. 6; S. 569 - 587 |
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| Hauptverfasser: | , , , |
| Format: | Journal Article |
| Sprache: | Englisch |
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London
Taylor & Francis
01.11.2015
Palgrave Macmillan UK Taylor & Francis Ltd |
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| ISSN: | 0960-085X, 1476-9344 |
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| Abstract | As firms increasingly engage in interorganizational information systems (IS) projects, including IS offshoring projects, the challenge for client firms of effectively exercising control across organizational boundaries becomes critical. Although the importance of informal controls (clan and self-control) in this context has been recognized, prior research has focused primarily on formal controls. Consequently, our understanding of the use of clan and self-control in interorganizational IS projects is scarce, and partly inconsistent or contradictory. This study focuses the client's role in promoting informal controls in interorganizational projects involving distant client-vendor relationships as well as the effectiveness of such controls. We use matched-pair survey data from 86 IS offshoring projects involving client and vendor relationship managers. Our results show an interesting pattern: while clan control is considerably more difficult to promote than self-control in client-vendor project relationships, only clan control has a direct positive impact on project performance. Moreover, formal control modes, national cultural values, and project context factors moderate both the promotion and the effectiveness of informal controls. Our study's main contributions lie in establishing the relevance of the distinction between informal control given and received, and the importance of the client's role in promoting informal controls. |
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| AbstractList | As firms increasingly engage in interorganizational information systems (IS) projects, including IS offshoring projects, the challenge for client firms of effectively exercising control across organizational boundaries becomes critical. Although the importance of informal controls (clan and self-control) in this context has been recognized, prior research has focused primarily on formal controls. Consequently, our understanding of the use of clan and self-control in interorganizational IS projects is scarce, and partly inconsistent or contradictory. This study focuses the client's role in promoting informal controls in interorganizational projects involving distant client-vendor relationships as well as the effectiveness of such controls. We use matched-pair survey data from 86 IS offshoring projects involving client and vendor relationship managers. Our results show an interesting pattern: while clan control is considerably more difficult to promote than self-control in client-vendor project relationships, only clan control has a direct positive impact on project performance. Moreover, formal control modes, national cultural values, and project context factors moderate both the promotion and the effectiveness of informal controls. Our study's main contributions lie in establishing the relevance of the distinction between informal control given and received, and the importance of the client's role in promoting informal controls. As firms increasingly engage in interorganizational information systems (IS) projects, including IS offshoring projects, the challenge for client firms of effectively exercising control across organizational boundaries becomes critical. Although the importance of informal controls (clan and self-control) in this context has been recognized, prior research has focused primarily on formal controls. Consequently, our understanding of the use of clan and self-control in interorganizational IS projects is scarce, and partly inconsistent or contradictory. This study focuses the client's role in promoting informal controls in interorganizational projects involving distant client-vendor relationships as well as the effectiveness of such controls. We use matched-pair survey data from 86 IS offshoring projects involving client and vendor relationship managers. Our results show an interesting pattern: while clan control is considerably more difficult to promote than self-control in client-vendor project relationships, only clan control has a direct positive impact on project performance. Moreover, formal control modes, national cultural values, and project context factors moderate both the promotion and the effectiveness of informal controls. Our study's main contributions lie in establishing the relevance of the distinction between informal control given and received, and the importance of the client's role in promoting informal controls. |
| Author | Heumann, Jakob Remus, Ulrich Mähring, Magnus Wiener, Martin |
| Author_xml | – sequence: 1 givenname: Martin surname: Wiener fullname: Wiener, Martin email: martin.wiener@fau.de organization: Stockholm School of Economics, Management and Organization – sequence: 2 givenname: Ulrich surname: Remus fullname: Remus, Ulrich organization: University of Innsbruck, Information Systems – sequence: 3 givenname: Jakob surname: Heumann fullname: Heumann, Jakob organization: University of Erlangen-Nuremberg, Information Systems – sequence: 4 givenname: Magnus surname: Mähring fullname: Mähring, Magnus organization: Stockholm School of Economics, Management and Organization |
| BackLink | https://research.hhs.se/esploro/outputs/journalArticle/The-effective-promotion-of-informal-control/991001479456206056$$DView record from Swedish Publication Index |
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| Keywords | organizational control theory project performance informal control IS offshoring control promotion/transmission |
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| Snippet | As firms increasingly engage in interorganizational information systems (IS) projects, including IS offshoring projects, the challenge for client firms of... |
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| SubjectTerms | Business and Management Business Information Systems Clients control promotion/transmission Control theory Cultural factors Cultural values Culture Empirical Research informal control Information systems Information Systems and Communication Service Information technology Innovation/Technology Management Interorganizational information systems IS offshoring Meetings Offshoring Operations Research/Decision Theory organizational control theory Organizational effectiveness Organizational structure Outsourcing project performance Promotion Self control Studies System effectiveness Work environment |
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| Title | The effective promotion of informal control in information systems offshoring projects |
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