The role of trust in outsourced is development projects

Communications of the ACM

Volumn 42, Issue 2, 1999, Pages 80-86

  Sabherwal, Rajiv ^a  

^a FLORIDA INTERNATIONAL UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0011785265     PISSN: 00010782     EISSN: None     Source Type: Journal    
DOI: 10.1145/293411.293485     Document Type: Article

References (12)

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3. Earl, M. The risks of outsourcing. Sloan Mgt. Rev. 37, 3 (Spring 1996). 26-32.
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8. Lewicki, R., and Bunker, B. Developing and maintaining trust in work relationships. In Trust in Organizations, R. Kramer and T. Tyler, Eds. Sage Publications. Thousand Oaks, Calif., 1996, pp. 114-139.
9. Limerick, D., and Cunnington, B. Managing The New Organization. Jossey-Bass, San Francisco, 1993.
10. McFarlan, F., and Nolan, R. How to manage an outsourcing alliance. Sloan Mgt. Rev. 36, 2 (Winter 1995), 9-23.
11. Ring, P., and Van de Ven, A. Developmental processes of cooperative interorganizational relationships. Acad. Mgt. Rev. 19, 1 (Jan. 1994), 90-118.
12. Seger, K. General Dynamics and Computer Sciences Corp.: Outsourcing the IS function, Harvard Business School case study 193-178, 1993. Reprinted in Corporate Information Systems Management: Text and Cases, L. Applegate, F. McFarlan, and J. McKenney, Eds. Irwin, Chicago, 1996, pp. 600-623.