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dc.contributor.authorKarlsen, Jan Terje
dc.contributor.authorSolli-Sæther, Hans Arthur
dc.contributor.authorVan Oorschot, Kim
dc.contributor.authorVaagaasar, Anne Live
dc.date.accessioned2021-06-05T11:11:52Z
dc.date.available2021-06-05T11:11:52Z
dc.date.created2020-11-23T11:47:04Z
dc.date.issued2021
dc.identifier.citationInternational Journal of Technology Management. 2021, 85 (1), 42-77.en_US
dc.identifier.issn0267-5730
dc.identifier.urihttps://hdl.handle.net/11250/2758027
dc.description.abstractThis article presents a study of two projects focusing on the relationships of two Nordic clients with suppliers in low-cost countries. It explores the interplay between trust and control when offshoring information systems development projects. The key insight reveals that trust is not a substitute for control, no matter its level. The paper offers several contributions. First, we build a conceptual model for exploring the relationship between trust and control and the role of actual project performance. Second, the study reveals that trust supports a team's willingness to share knowledge, and control facilitates its ability to do so. Furthermore, our analysis shows that the impact of trust and control on project performance is better managed through the adjustment of project goals instead of adjusting the levels of trust and control. Finally, we contribute to theory through the development of a causal model of trust, control, actual performance, and project goals.
dc.language.isoengen_US
dc.publisherInderscienceen_US
dc.titleManaging trust and control when offshoring information systems development projects by adjusting project goalsen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.source.pagenumber42-77en_US
dc.source.volume85en_US
dc.source.journalInternational Journal of Technology Managementen_US
dc.source.issue1en_US
dc.identifier.doi10.1504/IJTM.2021.113693
dc.identifier.cristin1850972
cristin.ispublishedtrue
cristin.fulltext
cristin.qualitycode2


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