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Das Zusammenspiel von Projektsteuerung und interorganisationalem Lernen und dessen Effekt auf kulturelle Unterschiede in globalen ISE-Outsourcing-Projekten mit mehreren Dienstleistern

The Interplay of Project Control and Interorganizational Learning: Mitigating Effects on Cultural Differences in Global, Multisource ISD Outsourcing Projects

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WIRTSCHAFTSINFORMATIK

Zusammenfassung

Das Management von weltweit verteilten Softwareentwicklungsprojekten stellt insbesondere in Bezug auf den Umgang mit kulturellen Unterschieden eine besondere Herausforderung dar. Bisherige Studien konnten zwar den positiven Effekt von verschiedenen Steuerungsmechanismen und interorganisationalem Lernen zeigen, ließen die Interaktion zwischen diesen Mechanismen aber weitestgehend unberücksichtigt. Die vorliegende Studie verwendet eine explorative Einzelfallstudie um eben dieses Zusammenspiel von formalen und informellen Steuerungsmechanismen sowie von interorganisationalem Lernen sowie dessen Effekt auf kulturelle Unterschiede zu untersuchen. Ein zentrales Ergebnis unserer Analyse ist, dass sich der Einfluss von informellen Steuerungsmechanismen und interorganisationalem Lernen auf formale Steuerungsmechanismen über die Zeit verändert: kurzfristig werden zunächst operative Informationen zur Feinsteuerung des formalen Managements zur Verfügung gestellt; mittel- bis langfristig wird dann aber eine Reduzierung des formalen Managementaufwandes ermöglicht.

Abstract

Research into global, multisource, information systems development outsourcing projects has uncovered management challenges, including cultural differences on multiple levels. While control mechanisms and interorganizational learning have been shown to contribute to the mitigation of cultural differences in such projects, a gap persists regarding the effect of the interplay between these mechanisms. This study employs an exploratory single-case study design to analyze how formal and informal control mechanisms and interorganizational learning interact and thus contribute to the mitigation of cultural differences in global, multisource, information systems development outsourcing projects. With the key finding that the influence of informal controls and interorganizational learning on formal controls changes over time, this research helps expand the domain of control dynamics in global IS projects. This study also contributes to literature on ways to handle cultural differences in global, multisource, IS outsourcing projects.

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Authors and Affiliations

  1. E-Finance Lab & Institut für Wirtschaftsinformatik, Goethe-Universität, House of Finance Grüneburgplatz 1, 60323, Frankfurt am Main, Deutschland

    Roman Beck

  2. Institut für Wirtschaftsinformatik, Goethe-Universität, House of Finance Grüneburgplatz 1, 60323, Frankfurt am Main, Deutschland

    Katharina Schott

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  1. Roman Beck
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  2. Katharina Schott
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Correspondence to Katharina Schott.

Additional information

Angenommen nach zwei Überarbeitungen durch Prof. Leidner.

This article is also available in English via http://www.springerlink.com and http://www.bise-journal.org: Schott K, Beck R (2012) The Interplay of Project Control and Interorganizational Learning: Mitigating Effects on Cultural Differences in Global, Multisource ISD Outsourcing Projects. Bus Inf Syst Eng. doi: 10.1007/s12599-012-0217-5.

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Beck, R., Schott, K. Das Zusammenspiel von Projektsteuerung und interorganisationalem Lernen und dessen Effekt auf kulturelle Unterschiede in globalen ISE-Outsourcing-Projekten mit mehreren Dienstleistern. Wirtschaftsinf 54, 177–187 (2012). https://doi.org/10.1007/s11576-012-0324-4

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  • DOI: https://doi.org/10.1007/s11576-012-0324-4

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