Knowledge Transfer in System Development Offshore Outsourcing Projects

Offshore outsourcing has become an alternative for companies to leverage labor resources worldwide and lower cost. Software development is a major activity in offshore outsourcing. To achieve success in software development offshore outsourcing, it is critical to effectively share knowledge between clients and vendors. In this study, based on social capital and intellectual capital theory, we investigate how vendors and clients can effectively share knowledge in software development offshore outsourcing.

[1]  William R. King,et al.  Antecedents of Knowledge Transfer from Consultants to Clients in Enterprise System Implementations , 2005, MIS Q..

[2]  Jae-Nam Lee,et al.  The impact of knowledge sharing, organizational capability and partnership quality on IS outsourcing success , 2001, Inf. Manag..

[3]  Detmar W. Straub,et al.  IT Outsourcing Success: A Psychological Contract Perspective , 2004, Inf. Syst. Res..

[4]  Ronald E. Rice,et al.  Relating Electronic Mail Use and Network Structure to R&D Work Networks and Performance , 1994, J. Manag. Inf. Syst..

[5]  B. Kogut,et al.  Exploring internal stickiness : Impediments to the transfer of best practice within the firm , 2007 .

[6]  S. Ghoshal,et al.  Social Capital, Intellectual Capital, and the Organizational Advantage , 1998 .

[7]  Dorothy E. Leidner,et al.  Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues , 2001, MIS Q..

[8]  Audris Mockus,et al.  An Empirical Study of Speed and Communication in Globally Distributed Software Development , 2003, IEEE Trans. Software Eng..

[9]  J. Brown,et al.  Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation , 1991 .

[10]  David Graham Wastell,et al.  Learning Dysfunctions in Information Systems Development: Overcoming The Social Defenses With Transitional Objects , 1999, MIS Q..

[11]  L. Argote,et al.  KNOWLEDGE TRANSFER: A BASIS FOR COMPETITIVE ADVANTAGE IN FIRMS , 2000 .

[12]  Beth A. Bechky.  Sharing Meaning Across Occupational Communities: The Transformation of Understanding on a Production Floor , 2003, Organ. Sci..

[13]  A. S. Kunnathur,et al.  IS outsourcing management competence dimensions: instrument development and relationship exploration , 2005, Inf. Manag..

[14]  Ephraim R. McLean,et al.  Expertise Integration and Creativity in Information Systems Development , 2005, J. Manag. Inf. Syst..

[15]  Jolene Galegher,et al.  Computer-Mediated Communication for Intellectual Teamwork: An Experiment in Group Writing , 1994, Inf. Syst. Res..

[16]  Jeanne W. Ross,et al.  From the Vendor's Perspective: Exploring the Value Proposition in Information Technology Outsourcing 1, 2 , 2003 .

[17]  Young-Gul Kim,et al.  Effect of Partnership Quality on IS Outsourcing Success: Conceptual Framework and Empirical Validation , 1999, J. Manag. Inf. Syst..

[18]  Robert W. Zmud,et al.  The Effectiveness of External Information Channels in Facilitating Innovation Within Software Development Groups , 1983, MIS Q..