Journal
JOURNAL OF MANAGEMENT INFORMATION SYSTEMS
Volume 30, Issue 3, Pages 81-114Publisher
ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
DOI: 10.2753/MIS0742-1222300304
Keywords
contract; contractual governance; formal control; informal control; information systems outsourcing; outsourcing; process view; relational governance; trust
Funding
- Swiss National Science Foundation (SNSF) [100018_140407/1]
- Swiss National Science Foundation (SNF) [100018_140407] Funding Source: Swiss National Science Foundation (SNF)
Ask authors/readers for more resources
This paper develops a process model of how and why complementarity and substitution form over time between contractual and relational governance in the context of information systems outsourcing. Our analysis identifies four distinct process patterns that explain this formation as the outcome of interaction processes between key elements of both contractual and relational governance. These patterns unveil the dynamic nature of complementarity and substitution. In particular, we show that the relationship between contractual and relational governance oscillates between complementarity and substitution. Those oscillations are triggered mainly by three types of contextual events (goal fuzziness, goal conflict, and goal misalignment). Surprisingly, substitution of informal control did not occur as an immediate reaction to external events but emerged as a consequence of preceding complementarity. Thus, our study challenges the prevailing view of an either/or dichotomy of complementarity and substitution by showing that they are causally connected over time.
Authors
I am an author on this paper
Click your name to claim this paper and add it to your profile.
Reviews
Recommended
No Data Available