Advances in Global Sourcing. Models, Governance, and by Marko Nöhren, Armin Heinzl, Tommi Kramer (auth.), Ilan

By Marko Nöhren, Armin Heinzl, Tommi Kramer (auth.), Ilan Oshri, Julia Kotlarsky, Leslie P. Willcocks (eds.)

This ebook comprises thirteen papers from the seventh Workshop on worldwide Sourcing, held in Val d’Isère, France, in the course of March 11–14, 2013, which have been rigorously reviewed and chosen from forty submissions. they're according to an enormous empirical base introduced jointly by means of best researchers in info platforms, strategic administration, and operations.

This quantity is meant for college students, lecturers, and practitioners attracted to learn effects and studies on outsourcing and offshoring of data expertise and company techniques. the themes mentioned characterize either customer and provider views on sourcing of world prone, mix theoretical and functional insights relating to demanding situations that either consumers and proprietors face, and contain case experiences from buyer and seller organizations.

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Extra info for Advances in Global Sourcing. Models, Governance, and Relationships: 7th Global Sourcing Workshop 2013, Val d’Isère, France, March 11-14, 2013, Revised Selected Papers

Example text

Our main study will also enable us to analyze in more detail the characteristics of the IS outsourcing market. , IS development and operations, and to analyze the impact of relationship duration on the development of interdependence. References 1. : Information systems outsourcing risks: a study of large firms. Industrial Management & Data Systems 105, 45–62 (2005) 2. : A review of the IT outsourcing literature: Insights for practice. The Journal of Strategic Information Systems 18, 130–146 (2009) 3.

We therefore posit the following hypotheses: H1a: Joint dependence is positively related to the level of trust between client and supplier in an IS outsourcing relationship. H1b: Joint dependence is positively related to the level of commitment between client and supplier in an IS outsourcing relationship. 24 J. Kaiser, T. Widjaja, and P. 2 Conflict Similarly to other inter-organizational relationships, there are usually many potentials for conflict in IS outsourcing arrangements due, for example, to goal divergence, technology complexity, incompatibilities and the dynamics of the business environment [18], [30], [32].

This does not mean that the use of power is totally nonexistent in these relationships, but rather that theoretically, a dominant party should not emerge [5]. Thus, we posit the following hypotheses for client and supplier satisfaction in an outsourcing setting: H5: The dominant party’s (client’s or supplier’s) use of a dependence advantage is positively related to its own satisfaction with the exchange performance. H6: The dominant party’s (client’s or supplier’s) use of a dependence advantage is negatively related to its partner’s satisfaction with the exchange performance.

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