Control, Process Facilitation, and Requirements Change in Offshore Requirements Analysis: The Provider Perspective

Process, technology, and project factors have been increasingly driving organizations to offshore early software development phases, such as requirements analysis. This emerging trend necessitates greater control and process facilitation between client and vendor sites. The effectiveness of control and facilitation has, however, not been examined within the context of requirements analysis and change. In this study, we examine the role of control and facilitation in managing changing requirements and on success of requirements gathering in the Indian offshore software development environment. Firms found that control by client-site coordinators had a positive impact on requirements analysis success while vender site-coordinators did not have similar influence. Process facilitation by client site-coordinators affected requirements phase success indirectly through control. The study concludes with recommendations for research and practice

Knowledge management in globally distributed software development teams: Sensemaking challenges

Offshore software development presents a variety of knowledge management challenges. In this paper, we aim to improve our understanding of knowledge management challenges faced by globally distributed software development teams. Case study findings are analysed across two phases of initiation and growth. In the initiation phase we identify sense making challenges and the growth phase presents practices that were undertaken to cope with the challenges. The paper contributes the theoretical concept of imagination to the sensemaking literature as well as advancing our understanding of practices to overcome knowledge management challenges

Discourses on ICT and development.

Research on ICT and development (ICTD) involves assumptions on the nature of ICT innovation and on the way such innovation contributes to development. In this article I review the multidisciplinary literature on ICTD and identify two perspectives regarding the nature of the ICT innovation process in developing countries - as transfer and diffusion and as socially embedded action - and two perspectives on the development transformation towards which ICT is understood to contribute - progressive transformation and disruptive transformation. I then discuss the four discourses formed by combining the perspectives on the nature of IS innovation and on the development transformation. My review suggests that ICTD research, despite its remarkable theoretical capabilities to study technology innovation in relation to socio-economic context, remains weak in forming convincing arguments on IT-enabled socio-economic development.

The Role of Cultural Differences and Cultural Intelligence in Controlling IS Offshoring Projects: A Theoretical Model

Cultural differences between outsourcers and vendor firms in offshore locations pose unique management challenges. One ofthese challenges is to find a control strategy that fits the cultural setting. However, most of the previous research has analyzedcultural and control issues separately from one another. The objective of this paper is to bring together these two distinctresearch streams. The result is a conceptual model describing the relationships between cultural differences and the choice ofdifferent control modes in IS offshoring projects. Propositions are derived from organizational control and national culturetheory. In particular, we introduce the concept of cultural intelligence as moderating the relationship between culturaldifferences and the choice of control. The resulting conceptual model developed in this paper makes important theoreticalcontributions to IS offshoring and serves as a basis for future empirical research

From Boundary Spanning to Creolization: Cross-cultural Strategies from the Offshore Provider’s Perspective

In achieving success in global sourcing arrangements, the role of a cultural liaison, boundary spanner or transnational intermediary is frequently highlighted as being critical. In this paper, we argue that concepts like “boundary spanning” have been limited in theorizing the complexities of cross-cultural collaborations in offshore outsourcing processes. This paper presents an alternative framework of “creolization” that combines and further extends theoretical understandings of these processes. We investigated 13 companies through 26 in-depth, semi-structured interviews in Xi’an Software Park, an emerging Chinese software and services outsourcing hub. A grounded analysis of the data revealed four conceptual groupings for the practices undertaken at these companies, labeled as boundary spanning, mixed identity, network expansion and cultural hybridity. We posit that the process of creolization supports these practices and furthermore provides a unique basis for strategies positioning cross-cultural work from a supplier’s perspective

Antecedents of success in IS offshoring projects - Proposal for an empirical research study

The paper presents a research model and a measurement instrument for a research-in-progress study on the antecedents of success in IS offshoring projects. In this empirical-confirmatory study, we intendto analyse the impact of the constructs “offshoring expertise”, “trust in offshore service provider”, “project suitability”, “knowledge transfer”, and “liaison quality” on offshore project success. Constructs and indicators are derived from an extensive literature review. We plan to formulate astructural equation model and to test it using partial least squares (PLS) as an analysis technique. Our research model addresses the paucity of research that quantitatively examines offshoring success

Review of the IS Offshoring Literature: The Role of Cross-Cultural Differences and Management Practices

There is a world-wide trend towards global cross-cultural networks of outsourcing relationships that are enabled by the extensive use of information- and communication technology (ICT). While ICT reduces national boundaries of global collaboration, cultural differences between outsourcers and vendor firms in offshore locations pose unique management challenges. This literature review analyzes the role of cultural differences between client and vendor companies and management practices in the information systems (IS) offshore outsourcing context. The analysis of the existing IS literature reveals limitations concerning prior conceptualizations of culture and cultural differences and provides ideas for future research on the effect of cultural differences as well as cultural, relationship, knowledge, and project management techniques. In particular, the existing literature can be grouped into formal and informal mechanisms as well as learning issues. Future research could adopt a more integrated and balanced perspective, taking into account formal and informal mechanisms and analyzing the interplay with learning issues

Antecedents and drivers of IT-business strategic alignment: Empirical validation of a theoretical model

Aligning information technology (IT) strategy with business strategy has been one of the top concerns of practitioners and scholars for decades. Despite the documented positive effects of strategic alignment on organizational success, only a few organizations consider themselves in alignment. Although numerous studies exist about how to accomplish IT-business alignment, empirical studies based on strong theories have been rare in the literature. This study attempts to fulfill this gap by proposing and empirically validating a comprehensive strategic alignment model. Drawing on prior literature, we identified five antecedents of alignment; centralization, formalization, shared domain knowledge, successful IT history and relationship management. We further hypothesized that the effects of these antecedents are mediated by two drivers of alignment, which are conceptualized as the level of connection of IT and business planning and the level of communication between IT and business managers. Using survey data and structural equation modeling methodology, we show that both drivers had significant effects on alignment, and the effect of connection is about twice that of communications. Our findings also confirm the effects of all antecedents except centralization. Overall, the main contribution of this study is the development and empirical validation of a comprehensive strategic alignment model, providing a more ample prescriptive insight for managing IT-business strategic alignment