Research Note—IT Outsourcing and the Impact of Advisors on Clients and Vendors

Published Online:https://doi.org/10.1287/isre.2016.0645

References

  • Bailey J, Bakos Y (1997) An exploratory study of the emerging role of electronic intermediaries. Internat. J. Electronic Commerce 1(3):7–20.CrossrefGoogle Scholar
  • Barua A, Mani D, Whinston A (2016) IT outsourcing contracts and equity prices. Inform. Systems Res. Forthcoming.Google Scholar
  • Blackwell M, Iacus SM, King G, Porro G (2009) CEM: Coarsened exact matching in Stata. Stata J. 9(4):524–546.CrossrefGoogle Scholar
  • Chan Y (1983) On the positive role of financial intermediation in allocation of venture capital in a market with imperfect information. J. Finance 38(5):1543–1568.CrossrefGoogle Scholar
  • Choudhury V, Sabherwal R (2003) Portfolios of control in outsourced software development projects. Inform. Systems Res. 14(3):291–314.LinkGoogle Scholar
  • Craig D, Willmort P (2005) Outsourcing grows up. McKinsey Finance 14:1–6.Google Scholar
  • Dahejia RH, Wahba S (2002) Propensity score matching methods for nonexperimental causal studies. Rev. Econom. Statist. 84(1): 151–161.CrossrefGoogle Scholar
  • Flinders K (2012) Renegotiating outsourcing contracts to fit new reality. ComputerWeekly (October 22), http://www.computerweekly.com/news/2240168932/Renegotiating-outsourcing-contracts-to-fit-new-reality.Google Scholar
  • Gao G, Gopal A, Agarwal R (2010) The contingent effects of quality signaling: Evidence from the Indian offshore IT services industry. Management Sci. 27(5):373–384.Google Scholar
  • Gartner (2005) Gartner says vendors must be prepared to renegotiate outsourcing contracts (April 26), http://www.gartner.com/newsroom/id/492133.Google Scholar
  • Gopal A, Gao G (2009) Certification in the Indian offshore IT services industry. Manufacturing Services Oper. Management 11(3): 471–492.LinkGoogle Scholar
  • Gopal A, Gosain S (2010) The role of organizational controls and boundary spanning in software development outsourcing: Implications for project performance. Inform. Systems Res. 21(4): 960–982.LinkGoogle Scholar
  • Gopal A, Sivaramakrishnan K, Krishnan MS, Mukhopadhyay T (2003) Contracts in offshore software development: An empirical analysis. Management Sci. 49(12):1671–1683.LinkGoogle Scholar
  • Han K, Kauffman RJ, Nault BR (2011) Returns to information technology outsourcing. Inform. Systems Res. 22(4):824–840.LinkGoogle Scholar
  • Harter DE, Krishnan MS, Slaughter SA (2000) Effects of process maturity on quality, cycle time, and effort in software product development. Management Sci. 46(4):451–467.LinkGoogle Scholar
  • Heckman JJ (1997) Instrumental variables: A study of implicit behavioral assumptions used in making program evaluations. J. Human Resources 32(3):441–462.CrossrefGoogle Scholar
  • Heckman JJ, Ichimura H, Todd P (1998) Matching as an econometric evaluation estimator. Rev. Econom. Stud. 65(2):261–294.CrossrefGoogle Scholar
  • Ho DE, Imai K, King G, Stuart EA (2007) Matching as nonparametric preprocessing for reducing model dependence in parametric causal inference. Political Anal. 15(3):199–236.CrossrefGoogle Scholar
  • Hong H, Shum M (2002) Increasing competition and the winner’s curse: Evidence from procurement. Rev. Econom. Stud. 69(4):871–898.CrossrefGoogle Scholar
  • Iacus SM, King G, Porro G (2011) Multivariate matching methods that are monotonic imbalance bounding. J. Amer. Statist. Assoc. 106(493):345–361.CrossrefGoogle Scholar
  • Iacus SM, King G, Porro G (2012) Causal inference without balance checking: Coarsened exact matching. Political Anal. 20(1):1–24.CrossrefGoogle Scholar
  • King G, Zeng L (2001a) Logistic regression in rare events data. Political Anal. 9(2):137–163.CrossrefGoogle Scholar
  • King G, Zeng L (2001b) Estimating risk and rate levels, ratios, and differences in case-control studies. Statist. Medicine 21: 1409–1427.CrossrefGoogle Scholar
  • King G, Zeng L (2002) Explaining rare events in international relations. Internat. Organ. 55(3):693–715.CrossrefGoogle Scholar
  • Kirsch LJ (2004) Deploying common systems globally: The dynamics of control. Inform. Systems Res. 15(4):374–395.LinkGoogle Scholar
  • Koh CS, Ang S, Straub DW (2004) IT outsourcing success: A psychological contract perspective. Inform. Systems Res. 15(4): 356–373.LinkGoogle Scholar
  • Levina N (2005) Collaborating on multiparty information systems development projects: A collective reflection-in-action view. Inform. Systems Res. 16(2):109–130.LinkGoogle Scholar
  • Levina N, Vaast E (2005) The emergence of boundary spanning competence in practice: Implications for implementation and use in information systems. MIS Quart. 29(2):335–363.CrossrefGoogle Scholar
  • Li T, Zheng X (2009) Entry and competition in first price auctions: Theory and evidence from procurement auctions. Rev. Econom. Stud. 76(4):1397–1429.CrossrefGoogle Scholar
  • Mani D, Barua A, Whinston A (2012) An empirical analysis of the contractual and information structures of business process outsourcing relationships. Inform. Systems Res. 23(3):618–634.LinkGoogle Scholar
  • McDougall P (2006) In depth: Customers analyze outsourcing vendors and strategies. Inform. Week (June 19), http://www.informationweek.com/in-depth-customers-analyze-outsourcing-vendors-and-strategies/d/d-id/1044341?.Google Scholar
  • Mithas S, Krishnan MS (2009) From association to causation via a potential outcomes approach. Inform. Systems Res. 20(2):295–313.LinkGoogle Scholar
  • Rosenbaum PR (1999) Choice as an alternative to control in observational studies. Statist. Sci. 14(3):259–304.CrossrefGoogle Scholar
  • Rosenbaum PR, Rubin DB (1983) The central role of the propensity score in observational studies for causal effects. Biometrika 70(1):41–55.CrossrefGoogle Scholar
  • Rubin DB (1976) Multivariate matching methods that are equal percent bias reducing, I: Some examples. Biometrics 32(1):109–120.CrossrefGoogle Scholar
  • Sabherwal R (1999) The role of trust in outsourced IS development projects. Comm. ACM 42(2):80–86.CrossrefGoogle Scholar
  • Spence M (1973) Job market signaling. Quart. J. Econom. 87(2): 355–374.CrossrefGoogle Scholar
  • Susarla A (2012) Contractual flexibility, rent seeking, and renegotiation design: An empirical analysis of information technology outsourcing contracts. Management Sci. 58(7):1388–1407.LinkGoogle Scholar
  • Susarla A, Subramanyam R, Karhade P (2010) Contractual provisions to mitigate holdup: Evidence from information technology outsourcing. Inform. Systems Res. 21(1):37–55.LinkGoogle Scholar
  • Tadelis S (2007) The innovative organization: Creating value through outsourcing. California Management Rev. 50(1):261–277.CrossrefGoogle Scholar
  • Tomz M, King G, Zeng L (1999) RELOGIT: Rare Events Logistic Regression, Version 1.1. Harvard University, Cambridge, MA.Google Scholar
  • Vashistha A, Vashistha A (2006) The Offshore Nation: Strategies for Success in Global Outsourcing and Offshoring (McGraw-Hill, New York).Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.