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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Vydané v:European journal of information systems Ročník 24; číslo 6; s. 569 - 587
Hlavní autori: Wiener, Martin, Remus, Ulrich, Heumann, Jakob, Mähring, Magnus
Médium: Journal Article
Jazyk:English
Vydavateľské údaje: London Taylor & Francis 01.11.2015
Palgrave Macmillan UK
Taylor & Francis Ltd
Predmet:
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
organizational control theory
project performance
informal control
IS offshoring
control promotion/transmission
ISSN:0960-085X, 1476-9344
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Shrnutí: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.
Bibliografia:ObjectType-Article-1
SourceType-Scholarly Journals-1
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content type line 14
ISSN:0960-085X
1476-9344
DOI:10.1057/ejis.2014.16