Evolution of governance: Achieving ambidexterity in IT outsourcing

Journal of Management Information Systems

Volumn 30, Issue 3, 2013, Pages 115-140

  Cao, Lan ^a   Mohan, Kannan ^b   Ramesh, Balasubramaniam ^b   Sarkar, Sumantra ^c  

^a OLD DOMINION UNIVERSITY   (United States)

^b GEORGIA STATE UNIVERSITY   (United States)

^c GEORGIA STATE UNIVERSITY   (United States)

Author keywords

IT outsourcing; IT outsourcing governance; Organizational ambidexterity; Outsourcing; Outsourcing governance; Pendulum process

Indexed keywords

EID: 84894812559     PISSN: 07421222     EISSN: None     Source Type: Journal    
DOI: 10.2753/MIS0742-1222300305     Document Type: Article

References (41)

1. Adler, P.S.; Goldoftas, B.; and Levine, D.I. Flexibility versus efficiency? A case study of model changeovers in the Toyota production system. Organization Science, 10, 1 (1999), 43-68.
2. Board briefing on IT governance. Information Technology Governance Institute and ISACA, October 2003.
3. Boumgarden, P.; Nickerson, J.; and Zenger, T.R. Sailing into the wind: Exploring the relationships among ambidexterity, vacillation, and organizational performance. Strategic Management Journal, 33, 6 (2012), 587-610.
4. Brown, C.V. Examining the emergence of hybrid IS governance solutions: Evidence from a single case site. Information Systems Research, 8, 1 (1997), 69-94.
5. Cardinal, L.B.; Sitkin, S.B.; and Long, C.P. Balancing and rebalancing in the creation and evolution of organizational control. Organization Science, 15, 4 (2004), 411-431.
6. Eisenhardt, K.M. Building theories from case study research. Academy of Management Review, 14, 4 (1989), 532-550.
7. Fama, E.F., and Jensen, M.C. Separation of ownership and control. Journal of Law & Economics, 26, 2 (1983), 301-326.
8. Fitzgerald, G., and Willcocks, L. Contracts and partnerships in the outsourcing of IS. In Proceedings of the 15th International Conference on Information Systems. Vancouver, BC: Association for Information Systems, 1994, pp. 91-98.
9. Ghoshal, S., and Bartlett, C.A. Linking organizational context and managerial action: The dimensions of quality of management. Strategic Management Journal, 15, 5 (1994), 91-112.
10. Ghoshal, S., and Moran, P. Bad for practice: A critique of the transaction cost theory. Academy of Management Review, 21, 1 (1996), 13-47.
11. Gibson, C.B., and Birkinshaw, J. The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47, 2 (2004), 209-226. (Pubitemid 38845937)
12. Goo, J.; Kishore, R.; Rao, H.R.; and Nam, K. The role of service level agreements in relational management of information technology outsourcing: An empirical study. MIS Quarterly, 33, 1 (2009), 119-145.
13. Grover, V., and Kettinger, W. Process Think: Winning Perspectives for Business Change in the Information Age. Hershey, PA: Idea Group, 2000.
14. Gulati, R. Does familiarity breed trust? The implications of repeated ties for contractual choices in alliances. Academy of Management Journal, 38, 1 (1995), 85-112.
15. Gupta, A.K.; Smith, K.G.; and Shalley, C.E. The interplay between exploration and exploitation. Academy of Management Journal, 49, 4 (2006), 693-706. (Pubitemid 44453114)
16. Jensen, M., and Meckling, W. Specific and general knowledge and organizational structure. In L. Werin and H. Wijkander (eds.), Contract Economics. Oxford: Blackwell, 1992, pp. 251-274.
17. Konsynski, B., and Tiwana, A. The improvisation-efficiency paradox in inter-firm electronic networks: Governance and architecture considerations. Journal of Information Technology, 19, 4 (2004), 234-243. (Pubitemid 40044622)
18. Lacity, M.C.; Khan, S.A.; and Willcocks, L.P. A review of the IT outsourcing literature: Insights for practice. Journal of Strategic Information Systems, 18, 3 (2009), 130-146.
19. Langfield-Smith, K., and Smith, D. Management control systems and trust in outsourcing relationships. Management Accounting Research, 14, 3 (2003), 281-307. (Pubitemid 37123658)
20. March, J.G. Exploration and exploitation in organizational learning. Organization Science, 2, 1 (1991), 71-87.
21. Markus, M.L., and Bui, Q.N. Going concerns: The governance of interorganizational coordination hubs. Journal of Management Information Systems, 28, 4 (Spring 2012), 163-198.
22. Mihm, J.; Loch, C.; and Huchzermeier, A. Problem-solving oscillations in complex engineering projects. Management Science, 49, 6 (2003), 733-750.
23. Miles, M.B., and Huberman, A.M. Qualitative Data Analysis. London: Sage, 1994.
24. Miranda, S.M., and Kavan, C.B. Moments of governance in IS outsourcing: Conceptualizing effects of contracts on value capture and creation. Journal of Information Technology, 20, 3 (2005), 152-169. (Pubitemid 43090757)
25. Nickerson, J.A., and Zenger, T.R. Being efficiently fickle: A dynamic theory of organizational choice. Organization Science, 13, 5 (2002), 547-566.
26. Orlikowski, W.J. Case tools as organizational change: Investigating incremental and radical changes in systems development. MIS Quarterly, 17, 3 (1993), 309-340.
27. Patton, M.P. Qualitative Evaluation and Research Methods. London: Sage, 1990.
28. Pawlowski, S.D., and Robey, D. Bridging user organizations: Knowledge brokering and the work of information technology professionals. MIS Quarterly, 28, 4 (2004), 645-672.
29. Poppo, L., and Zenger, T. Do formal contracts and relational governance function as substitutes or complements? Strategic Management Journal, 23, 8 (2002), 707-725.
30. Rai, A.; Keil, M.; Hornyak, R.; and Wüllenweber, K. Hybrid relational-contractual governance for business process outsourcing. Journal of Management Information Systems, 29, 2 (Fall 2012), 213-256.
31. Rothaermel, F.T., and Alexandre, M.T. Ambidexterity in technology sourcing: The moderating role of absorptive capacity. Organization Science, 20, 4 (2009), 759-780.
32. Sabherwal, R. The role of trust in outsourced IS development projects. Communications of the ACM, 42, 2 (1999), 80-86. (Pubitemid 129566443)
33. Srivastava, S.C., and Teo, T.S.H. Contract performance in offshore systems development: Role of control mechanisms. Journal of Management Information Systems, 29, 1 (Summer 2012), 115-158.
34. Strauss, A., and Corbin, J. Basics of Qualitative Research: Grounded Theory Procedures and Techniques. London: Sage, 1990.
35. Tiwana, A. Do bridging ties complement strong ties? An empirical examination of alliance ambidexterity. Strategic Management Journal, 29, 3 (2008), 251-272. (Pubitemid 351363166)
36. Tiwana, A. Governance-knowledge fit in systems development projects. Information Systems Research, 20, 2 (2009), 180-197.
37. Tiwana, A. Systems development ambidexterity: Explaining the complementary and substitutive roles of formal and informal controls. Journal of Management Information Systems, 27, 2 (Fall 2010), 87-126.
38. Tiwana, A., and Keil, M. Control in internal and outsourced software projects. Journal of Management Information Systems, 26, 3 (Winter 2009-10), 9-44.
39. Weill, P., and Ross, J. A matrixed approach to designing IT governance. MIT Sloan Management Review, 46, 2 (2005), 26-34. (Pubitemid 40217060)
40. Weill, P., and Ross, J.W. IT Governance: How Top Performers Manage IT Decision Rights for Superior Results. Boston: Harvard Business School Press, 2004.
41. Yin, R.K. Case Study Research: Design and Methods. London: Sage, 2003.