Portfolios of Control in Outsourced Software Development Projects

By Vivek Choudhury, Rajiv Sabherwal. Information systems research, 2003

694 citations recorded by the source corpus.

Subfields: Information Systems, Management Information Systems

View Paper: https://www.semanticscholar.org/paper/3312c6d5353be2ed455b20ecef1362e21f148515

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Citations in the corpus

The Role of Service Level Agreements in Relational Management of Information Technology Outsourcing: An Empirical Study (2009, background): “…defining the intent and goals of the relationship, the objectives that initially drove the creation of the relationship can be at least partially understood and shared by a group of decision makers and the staff members who inherit the relationship (Choudhury and Sabherwal 2003; Koh et al. 2004).”
Evolutionary Competition in Platform Ecosystems (2015, background): “For example, Choudhury and Sabherwal (2003) describe the importance of evaluating the quality delivered by information technology (IT) vendors as well as vendors’ project staffing choices.”
Deploying Common Systems Globally: The Dynamics of Control (2004, background): “Indeed, in a study of outsourced projects, Choudhury and Sabherwal (2003) found that “relatively simple controls” were utilized at the beginning of the projects.”
A review of the IT outsourcing literature: Insights for practice (2009, background): “Conversely, ITO failure fueled greater need for controls, monitoring mechanisms, tougher contracts, and determined the kinds of ITO decisions clients made moving forward (Choudhury and Sabherwal, 2003; Lacity and Willcocks, 1998; Sabherwal, 1999).”
Offshore information systems project success: the role of social embeddedness and cultural characteristics (2009, methodology): “From a theoretical perspective, some progress has been made on how to manage offshore IS projects, primarily by drawing on the IS outsourcing literature that has evaluated agencyrelated factors, including formal and psychological contracts, and project characteristics (e.g., Banerjee and Duflo 2000;”
A review of the IT outsourcing empirical literature and future research directions (2010, background): “Conversely, negative ITO outcomes fuelled greater need for controls, monitoring mechanisms, tougher contracts, and determined the kinds of ITO decisions clients made moving forward (Sabherwal, 1999; Choudhury and Sabherwal, 2003).”
A Control Theory Perspective on Agile Methodology Use and Changing User Requirements (2009, background): “…although the control modes outlined above have been discussed in isolation , they are not exercised independently and project leaders frequently deploy different combinations of controls in software development projects—creating a portfolio of controls (Choudhury and Sabherwal 2003, Kirsch 1997).”
If someone is watching, I'll do what I'm asked: mandatoriness, control, and information security (2009, background): “Consistent with other IS researchers, we take a behavioral view of control that encompasses all attempts that managers take to ensure individuals’ behavior in a desired fashion (Kirsch, 1996; Choudhury & Sabherwal, 2003).”
Organizational Controls and Performance Outcomes: A Meta‐Analytic Assessment and Extension (2018, background): “Clan control also promotes mutual trust and interests through social interactions (Choudhury and Sabherwal, 2003; Huang et al., 2005).”
Explaining Variations in Client Extra Costs Between Software Projects Offshored to India (2008, background): “A vast amount of control and coordination is therefore necessary to ensure adequate service and product quality (Choudhury and Sabherwal 2003) in spite of the absence of opportunistic vendor behavior (Conner and Prahalad 1996).”
Collaborating on Multiparty Information Systems Development Projects: A Collective Reflection-in-Action View (2005, background): “…outsourcing literature has examined how various modes of control exercised by clients shape the resulting financial outcome and client satisfaction (Choudhury and Sabherwal 2003, Levina and Ross 2003, Sabherwal 1999), it is not yet clear how they shape collaborative practices on ISD projects and…”