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Synching or sinking: global software outsourcing relationships
2 references·16 citing·54 second hop
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References

  • 1967Organization and environment5,198 cited
  • 1988Joint ventures: Theoretical and empirical perspectives3,335 cited

Cited by

  • 2009Global Labor: Algocratic Modes of Organization261 cited
  • 2003Global IT Outsourcing: Software Development Across Borders207 cited
  • 2008The impact of cultural differences in offshore outsourcing—Case study results from German–Indian application development projects188 cited
  • 2008Global Multisourcing Strategy: The Emergence of a Supplier Portfolio in Services Offshoring174 cited
  • 2010Factors influencing clients in the selection of offshore software outsourcing vendors: An exploratory study using a systematic literature review167 cited
  • 2010Barriers in the selection of offshore software development outsourcing vendors: An exploratory study using a systematic literature review162 cited
  • 2005Information systems outsourcing risks: a study of large firms122 cited
  • 2019Understanding the soft side of software projects: An empirical study on the interactive effects of social skills and political skills on complexity – performance relationship109 cited
  • 2004Information systems outsourcing reasons in the largest Spanish firms82 cited
  • 2009Critical Success Factors for Offshore Software Development Outsourcing Vendors: A Systematic Literature Review81 cited
  • 2002Information systems outsourcing: reasons, reservations and success factors

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77 cited
  • 2013From offshore outsourcing to insourcing and partnerships: four failed outsourcing attempts74 cited
  • 2010Determinants of success in IS offshoring projects: Results from an empirical study of German companies69 cited
  • 2012Empirical investigation of success factors for offshore software development outsourcing vendors62 cited
  • 2013Establishing trust in offshore software outsourcing relationships: an exploratory study using a systematic literature review60 cited
  • 2004Software Export Success Factors and Strategies in ‘Follower’ Nations59 cited