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When Subordinates Become IT Contractors: Persistent Managerial Expectations in IT Outsourcing

Author

Listed:
  • Violet T. Ho

    (Nanyang Business School, Nanyang Technological University, Nanyang Avenue 639798, Singapore)

  • Soon Ang

    (Nanyang Business School, Nanyang Technological University, Nanyang Avenue 639798, Singapore)

  • Detmar Straub

    (Computer Information Systems Department, J. Mack Robinson College of Business, Georgia State University, Atlanta, Georgia 30302-4015)

Abstract

This paper investigates the persistence of managerial expectations in an IT outsourcing context where the traditional relationship between supervisor and subordinate changes to one of client-manager and contractor. A mixed-method approach was used, in which a qualitative methodology preceded a large-scale quantitative survey. Data were collected from 147 survivors of a government IT organization which had undergone IT outsourcing in the previous year. Findings show that role overload, the presence of strong ties between manager and contractor, and the lack of prior outsourcing experience increased the persistence of managerial expectations. In turn, persistence of expectations had a distinct influence on managerial perceptions of contractor performance.

Suggested Citation

  • Violet T. Ho & Soon Ang & Detmar Straub, 2003. "When Subordinates Become IT Contractors: Persistent Managerial Expectations in IT Outsourcing," Information Systems Research, INFORMS, vol. 14(1), pages 66-86, March.
    • Handle: RePEc:inm:orisre:v:14:y:2003:i:1:p:66-86
    DOI: 10.1287/isre.14.1.66.14764
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    References listed on IDEAS

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    Citations

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    Cited by:

    1. Dias Ferreira, André Machado & Barbin Laurindo, Fernando José, 2009. "Outsourcing decision-making aspects considered by IT departments in Brazilian companies," International Journal of Production Economics, Elsevier, vol. 122(1), pages 305-311, November.
    2. Julie Fisher & Rudy Hirschheim & Robert Jacobs, 2008. "Understanding the outsourcing learning curve: A longitudinal analysis of a large Australian company," Information Systems Frontiers, Springer, vol. 10(2), pages 165-178, April.
    3. Mírian Oliveira & Kaytson Hartung & Marcelo Wendling, 2010. "Outsourcing And Offshore: An Analysis Of The Academic Literature," Portuguese Journal of Management Studies, ISEG, Universidade de Lisboa, vol. 0(2), pages 215-234.
    4. Pei†Cheng Liao & Suresh Radhakrishnan, 2013. "A Commitment†Based Explanation for Outsourcing Multiple Tasks," Contemporary Accounting Research, John Wiley & Sons, vol. 30(3), pages 1063-1081, September.
    5. Sajda Qureshi & Min Liu & Doug Vogel, 2006. "The Effects of Electronic Collaboration in Distributed Project Management," Group Decision and Negotiation, Springer, vol. 15(1), pages 55-75, January.
    6. Qureshi, S. & Liu, M. & Vogel, D.R., 2004. "A Grounded Theory Analysis of E-Collaboration Effects for Distributed Project Management," ERIM Report Series Research in Management ERS-2004-059-LIS, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    7. Christine Koh & Soon Ang & Detmar W. Straub, 2004. "IT Outsourcing Success: A Psychological Contract Perspective," Information Systems Research, INFORMS, vol. 15(4), pages 356-373, December.
    8. Xiuyuan Gong & Matthew K. O. Lee & Zhiying Liu & Xiabing Zheng, 2020. "Examining the Role of Tie Strength in Users’ Continuance Intention of Second-Generation Mobile Instant Messaging Services," Information Systems Frontiers, Springer, vol. 22(1), pages 149-170, February.

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