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dc.contributor.authorSolli-Sæther, Hans
dc.date.accessioned2012-07-05T14:33:05Z
dc.date.available2012-07-05T14:33:05Z
dc.date.issued2011
dc.identifier.issn0263-5577
dc.identifier.urihttp://hdl.handle.net/11250/93560
dc.descriptionThis is the author's final and acceptet version of the article, post refereeing. Publisher's version is available at www.emeraldinsight.comno_NO
dc.description.abstractPurpose – This micro-level outsourcing research provides insight into how individuals are affected by the outsourcing arrangement. The aim of this exploratory case study was to develop an understanding of individual level role stress and work outcomes among transferred employees in IT outsourcing relationships. Design/methodology/approach – A research model was developed based on role theory. Through a field survey conducted in one outsourcing vendor, the research confirms the hypothesis that proposes role stress as prevalent among transferred IT employees. Findings – Perceived role stress was found to influence behavioural work outcomes measured as task performance, turnover intention, and affective commitment. The effect of role stress on work outcomes indicates that carefully crafted outsourcing strategies must take into account the unique position of transferred IT employees since the outsourcing arrangement may affect their work outcome. Originality/value – The original value of the paper is the use of role theory to extend the scientific research and theory of outsourcing and inform managers of outsourcing decisions. The study is applied at the individual level, which is new in the sense that most outsourcing studies are applied at the organisational level.no_NO
dc.language.isoengno_NO
dc.publisherEmerald Group Publishing Ltdno_NO
dc.subjectOutsourcing relationshipno_NO
dc.subjecttransplantsno_NO
dc.subjectrole stressno_NO
dc.subjecttask performanceno_NO
dc.subjectturnover intentionno_NO
dc.subjectaffective commitmentno_NO
dc.titleTransplants’ role stress and work outcome in IT outsourcing relationshipsno_NO
dc.typeJournal articleno_NO
dc.typePeer reviewedno_NO
dc.source.pagenumber227-245no_NO
dc.source.volume111no_NO
dc.source.journalIndustrial Management & Data Systemsno_NO
dc.source.issue2no_NO
dc.identifier.doihttp://dx.doi.org/10.1108/02635571111115155


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