Innovating or doing as Told? Status Differences and Overlapping Boundaries in Offshore Collaboration

Innovating or doing as Told? Status Differences and Overlapping Boundaries in Offshore Collaboration

Increasingly, firms source more complex and strategic as well as harder to codify information technology projects to low-cost offshore locations. Completing such projects successfully requires close collaboration among all participants. Yet, achieving such collaboration is extremely difficult becaus...

Ausführliche Beschreibung

Bibliographische Detailangaben
Veröffentlicht in:MIS Quarterly. - Management Information Systems Research Center, University of Minnesota. - 32(2008), 2, Seite 307-332
1. Verfasser: Levina, Natalia (VerfasserIn)
Weitere Verfasser: Vaast, Emmanuelle
Format: Online-Aufsatz
Sprache:English
Veröffentlicht: 2008
Zugriff auf das übergeordnete Werk:MIS Quarterly
Schlagworte:Offshore software development Outsourcing Collaboration Qualitative methods Boundaries Status Power Bourdieu Practice theory Cross-cultural teams mehr... Distributed teams Virtual teams Middle managers Business Behavioral sciences Applied sciences Economics
LEADER 01000caa a22002652 4500
001 JST058446761
003 DE-627
005 20240622043855.0
007 cr uuu---uuuuu
008 150325s2008 xx |||||o 00| ||eng c
024 7 |a 10.2307/25148842  |2 doi 
035 |a (DE-627)JST058446761 
035 |a (JST)25148842 
040 |a DE-627  |b ger  |c DE-627  |e rakwb 
041 |a eng 
100 1 |a Levina, Natalia  |e verfasserin  |4 aut 
245 1 0 |a Innovating or doing as Told? Status Differences and Overlapping Boundaries in Offshore Collaboration 
264 1 |c 2008 
336 |a Text  |b txt  |2 rdacontent 
337 |a Computermedien  |b c  |2 rdamedia 
338 |a Online-Ressource  |b cr  |2 rdacarrier 
520 |a Increasingly, firms source more complex and strategic as well as harder to codify information technology projects to low-cost offshore locations. Completing such projects successfully requires close collaboration among all participants. Yet, achieving such collaboration is extremely difficult because of the complexity of the context: multiple and overlapping boundaries associated with diverse organizational and national contexts separate the participants. These boundaries also lead to a pronounced imbalance of resources among onshore and offshore contributors giving rise to status differences and inhibiting collaboration. This research adopts a practice perspective to investigate how differences in country and organizational contexts give rise to boundaries and associated status differences in offshore application development projects and how these boundaries and status differences can be renegotiated in practice to establish effective collaboration. To illustrate and refine the theory, a qualitative case study of a large financial services firm, which sourced a variety of high-end IT work to its wholly owned subsidiaries ("captive centers") and to third party vendors in multiple global locations (in particular, to India and Russia), is presented. Using a grounded theory approach, the paper finds that differences in country contexts gave rise to a number of boundaries that inhibited collaboration effectiveness, while differences in organizational contexts were largely mediated through organizational practices that treated vendor centers and captive units similarly. It also shows that some key onshore managers were able to alleviate status differences and facilitate effective collaboration across diverse country contexts by drawing on their position and resources. Implications are drawn for the theory and practice of global software development and multiparty collaboration. 
540 |a Copyright 2008 The Management Information Systems Research Center (MISRC) of the University of Minnesota 
650 4 |a Offshore software development 
650 4 |a Outsourcing 
650 4 |a Collaboration 
650 4 |a Qualitative methods 
650 4 |a Boundaries 
650 4 |a Status 
650 4 |a Power 
650 4 |a Bourdieu 
650 4 |a Practice theory 
650 4 |a Cross-cultural teams 
650 4 |a Distributed teams 
650 4 |a Virtual teams 
650 4 |a Middle managers 
650 4 |a Business  |x Business operations  |x Commerce  |x Trade  |x Vendors 
650 4 |a Business  |x Business administration  |x Business management  |x Project management 
650 4 |a Business  |x Business administration  |x Corporate governance  |x Corporate structure  |x Management hierarchy  |x Middle management 
650 4 |a Behavioral sciences  |x Human behavior  |x Social behavior  |x Social interaction  |x Collaboration 
650 4 |a Applied sciences  |x Computer science  |x Computer engineering  |x Computer software  |x Software applications  |x Information storage and retrieval systems  |x Management information systems 
650 4 |a Economics  |x Economic disciplines  |x Financial economics  |x Finance  |x Financial management  |x International financial management 
650 4 |a Economics  |x Economic disciplines  |x Financial economics  |x Banking  |x Bank management 
650 4 |a Applied sciences  |x Computer science  |x Computer engineering  |x Software engineering 
650 4 |a Business  |x Industry  |x Industrial sectors  |x Service industries  |x Financial services industries 
650 4 |a Applied sciences  |x Computer science  |x Computer engineering  |x Computer software  |x Software applications  |x Information storage and retrieval systems 
655 4 |a research-article 
700 1 |a Vaast, Emmanuelle  |e verfasserin  |4 aut 
773 0 8 |i Enthalten in  |t MIS Quarterly  |d Management Information Systems Research Center, University of Minnesota  |g 32(2008), 2, Seite 307-332  |w (DE-627)341354597  |w (DE-600)2068190-2  |x 21629730  |7 nnns 
773 1 8 |g volume:32  |g year:2008  |g number:2  |g pages:307-332 
856 4 0 |u https://www.jstor.org/stable/25148842  |3 Volltext 
856 4 0 |u https://doi.org/10.2307/25148842  |3 Volltext 
912 |a GBV_USEFLAG_A 
912 |a SYSFLAG_A 
912 |a GBV_JST 
912 |a GBV_ILN_11 
912 |a GBV_ILN_20 
912 |a GBV_ILN_22 
912 |a GBV_ILN_23 
912 |a GBV_ILN_24 
912 |a GBV_ILN_31 
912 |a GBV_ILN_32 
912 |a GBV_ILN_39 
912 |a GBV_ILN_40 
912 |a GBV_ILN_60 
912 |a GBV_ILN_62 
912 |a GBV_ILN_63 
912 |a GBV_ILN_65 
912 |a GBV_ILN_69 
912 |a GBV_ILN_70 
912 |a GBV_ILN_90 
912 |a GBV_ILN_95 
912 |a GBV_ILN_100 
912 |a GBV_ILN_101 
912 |a GBV_ILN_110 
912 |a GBV_ILN_120 
912 |a GBV_ILN_138 
912 |a GBV_ILN_152 
912 |a GBV_ILN_187 
912 |a GBV_ILN_224 
912 |a GBV_ILN_285 
912 |a GBV_ILN_374 
912 |a GBV_ILN_702 
912 |a GBV_ILN_2001 
912 |a GBV_ILN_2003 
912 |a GBV_ILN_2005 
912 |a GBV_ILN_2006 
912 |a GBV_ILN_2007 
912 |a GBV_ILN_2008 
912 |a GBV_ILN_2009 
912 |a GBV_ILN_2010 
912 |a GBV_ILN_2011 
912 |a GBV_ILN_2014 
912 |a GBV_ILN_2015 
912 |a GBV_ILN_2018 
912 |a GBV_ILN_2020 
912 |a GBV_ILN_2021 
912 |a GBV_ILN_2026 
912 |a GBV_ILN_2027 
912 |a GBV_ILN_2034 
912 |a GBV_ILN_2044 
912 |a GBV_ILN_2048 
912 |a GBV_ILN_2050 
912 |a GBV_ILN_2055 
912 |a GBV_ILN_2056 
912 |a GBV_ILN_2057 
912 |a GBV_ILN_2059 
912 |a GBV_ILN_2061 
912 |a GBV_ILN_2065 
912 |a GBV_ILN_2068 
912 |a GBV_ILN_2106 
912 |a GBV_ILN_2107 
912 |a GBV_ILN_2108 
912 |a GBV_ILN_2111 
912 |a GBV_ILN_2112 
912 |a GBV_ILN_2113 
912 |a GBV_ILN_2118 
912 |a GBV_ILN_2119 
912 |a GBV_ILN_2122 
912 |a GBV_ILN_2129 
912 |a GBV_ILN_2143 
912 |a GBV_ILN_2147 
912 |a GBV_ILN_2148 
912 |a GBV_ILN_2152 
912 |a GBV_ILN_2153 
912 |a GBV_ILN_2190 
912 |a GBV_ILN_2232 
912 |a GBV_ILN_2472 
912 |a GBV_ILN_2935 
912 |a GBV_ILN_2940 
912 |a GBV_ILN_2949 
912 |a GBV_ILN_2950 
912 |a GBV_ILN_4012 
912 |a GBV_ILN_4035 
912 |a GBV_ILN_4037 
912 |a GBV_ILN_4046 
912 |a GBV_ILN_4112 
912 |a GBV_ILN_4125 
912 |a GBV_ILN_4126 
912 |a GBV_ILN_4242 
912 |a GBV_ILN_4246 
912 |a GBV_ILN_4249 
912 |a GBV_ILN_4251 
912 |a GBV_ILN_4305 
912 |a GBV_ILN_4306 
912 |a GBV_ILN_4307 
912 |a GBV_ILN_4313 
912 |a GBV_ILN_4322 
912 |a GBV_ILN_4323 
912 |a GBV_ILN_4324 
912 |a GBV_ILN_4325 
912 |a GBV_ILN_4326 
912 |a GBV_ILN_4335 
912 |a GBV_ILN_4336 
912 |a GBV_ILN_4338 
912 |a GBV_ILN_4346 
912 |a GBV_ILN_4393 
912 |a GBV_ILN_4700 
951 |a AR 
952 |d 32  |j 2008  |e 2  |h 307-332