Conclusions

The objective of this study has been to add to the collective understanding of managing successful IT outsourcing relationships, specifically by focusing on transplants’ role stress and task performance. Accordingly, this study (1) brought to the surface three potentially salient outsourcing arrangement stressors (complementary core competence, client managerial persistent expectation, and relational norms); (2) applied these outsourcing arrange-ment stressors as antecedents to the attitudinal and subjective individual perception of role stress; and (3) investigated the individual transplant’s experience of role stress as leading to higher or lower task performance. The researcher believes that each of these points represents a significant contri-bution to our collective understanding of transplants’ situation in IT out-sourcing arrangements.

The findings of this research are applicable to most IT outsourcing relation-ships where transfer of human (and physical) assets is a part of the ing arrangement. Findings may also be relevant for other types of outsourc-ing where transfer of human assets is present.

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Appendix A – Review of IT outsourcing based research

Title/ authors Research method Scope of the research Key conclusions/ findings

“Determinants of information technology outsourcing: a cross-sectional analysis” (Loh

& Venkatraman, 1992a)

Survey of 57 US firms Degree of IT outsourcing explained by cost structures and economic performance

The degree of IT outsourcing is positively related to both business and IT cost structures, and negatively related to IT performance.

“Diffusion of information technology outsourcing: influ-ence sources and the Kodak effect” (Loh & Venkatraman, 1992b)

Survey of 60 IT outsourc-ing contracts

Influence sources in the diffusion of IT outsourcing

Adoption of IT outsourcing is motivated more by inter-nal influence than by exterinter-nal influence amongst the user organizations.

“The etiology of information systems outsourcing” (Ang, 1993)

Survey of 226 US banks Development of a theoretical model of IS outsourcing synthesizing economic, managerial-behavioral, and institutional factors

The study found that external production cost advan-tages in the service provider markets motivates outsourc-ing of IS in both large and small banks. Large banks were affected by internal institutional influences of unbundling support services, while small banks were affected by the level of transaction cost present in out-sourcing arrangements, as well as the external institu-tional influences.

“The information systems outsourcing bandwagon”

(Lacity & Hirschheim, 1993)

Case studies of 14 compa-nies that faced outsourcing decisions

Outcome and scope of out-sourcing decisions

Practical advice for negotiating contracts and suggests that IT outsourcing does not always lead to cost reduc-tions.

“Strategic outsourcing” (Quinn

& Hilmer, 1994)

Conceptual, supported by several business examples

Ways to determine core competencies and which activities are better per-formed externally.

Companies can substantially leverage their resources by:

1) developing a few well-selected core competencies of significance to customers, 2) focusing investment and management attention on them, and 3) strategically outsource many other activities.

135

Title/ authors Research method Scope of the research Key conclusions/ findings

“How to manage an IT out-sourcing alliance” (McFarlan

& Nolan, 1995)

Case research When to outsource and how

Case research When to outsource and how

In document Transplants’ role stress and work performance in IT outsourcing relationships (sider 129-167)