The Sidelining Of Top It Executives In The Governance Of Outsourcing: Antecedents, Power Struggles, And Consequences, Subrata Chakrabarty, Dwayne Whitten
Dec 2010
The Sidelining Of Top It Executives In The Governance Of Outsourcing: Antecedents, Power Struggles, And Consequences, Subrata Chakrabarty, Dwayne Whitten
Subrata Chakrabarty
This study attempts to highlight the paradoxical aspects of top management power contests within customer firms that outsource information technology (IT) work. Intraorganizational power theory forms the overarching theoretical basis for this study. The focus is on the antecedents and consequences of the relative power of business executives (Chief Executive Officer, Chief Financial Officer, and Chief Operating Officer) versus IT executives (Chief Information Officer, Head of IT) in the governance of IT outsourcing. Evidence from a field survey supports the existence of a paradox. When a firm's financial performance has been poor and the firm did not have a sizeable …
The Strategic Choice To Continue Outsourcing, Switch Vendors, Or Backsource: Do Switching Costs Matter?, Dwayne Whitten, Subrata Chakrabarty, Robin Wakefield
Dec 2009
The Strategic Choice To Continue Outsourcing, Switch Vendors, Or Backsource: Do Switching Costs Matter?, Dwayne Whitten, Subrata Chakrabarty, Robin Wakefield
Subrata Chakrabarty
IT outsourcing contracts are often discontinued in favor of other alternatives (returning to in-house development, or switching to another vendor). Switching costs are experienced when terminating a business relationship and securing an alternative. We tried to answer the question: do switching costs matter significantly in the strategic choice to continue outsourcing, switch vendors, or backsource? Switching costs were considered, such as those due to IT operations (sunk investment, lost performance, system upgrades, uncertainty, and induction-retraining-performance), personnel-replacement costs (candidate search, and IT/setup), and in-house learning (cognitive/behavioral learning). A field survey was conducted, and, for each of these cost types, the differences …
Understanding Service Quality And Relationship Quality In Is Outsourcing: Client Orientation & Promotion, Project Management Effectiveness, And The Task-Technology-Structure Fit, Subrata Chakrabarty, Dwayne Whitten, Kenneth W. Green
Dec 2007
Understanding Service Quality And Relationship Quality In Is Outsourcing: Client Orientation & Promotion, Project Management Effectiveness, And The Task-Technology-Structure Fit, Subrata Chakrabarty, Dwayne Whitten, Kenneth W. Green
Subrata Chakrabarty
A national survey of firms that participated in outsourcing relationships was conducted, and service quality and relationship quality were found to be significantly and positively related to each other and both had a significant impact on user satisfaction. However, the intricacies of the causal effects between the two autonomous constructs, service quality and relationship quality, are a source of interest. In post-analysis theory building, we give a conceptual model that proposes that the positive causal effect of service quality on relationship quality would be positively moderated by the client orientation and promotion effectiveness of the vendor, while the positive causal …
