Article2005

A comparison of leadership roles in internal IT projects versus outsourcing projects

52 citations0/0 files storedIndustrial Management & Data Systems

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Outsourcing and Supply Chain Management Construction Project Management and Performance Software Engineering Techniques and Practices

Abstract

Purpose This study investigates the emphasis placed on different managerial roles by IT project managers. Six managerial roles were applied in this research: personnel leader, resource allocator, spokesman, entrepreneur, liaison and monitor. With changing business environments, the locus of value creation is no longer within the boundaries of a single firm, but occurs instead at the nexus of relationships between parties. With the growing importance of pooling knowledge resources, knowledge management will have to transcend organizational boundaries in exchanges such as IT outsourcing relationships. We would, therefore, expect to find differences in our two surveys. Design/methodology/approach Two surveys were conducted in Norway to investigate these management roles. Findings In the first survey, which focused on project management roles in internal IT projects, the respondents emphasized the personnel leader role significantly more than other managerial roles. In the second survey, which focused on project management roles in IT outsourcing projects, the respondents emphasized the spokesman role. The empirical results provide evidence that project managers in internal IT projects are more internally oriented than project managers in outsourcing projects. Research limitations/implications Future research should also take into account culture and structure dimensions as well as the specific industry of the IT project. Practical implications This research concludes that project managers of both internal IT projects and outsourcing projects should be more externally oriented to meet future challenges. Originality/value The contingent approach to leadership roles is applied in this research paper.

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References

2005Why Should I Share? Examining Social Capital and Knowledge Contribution in Electronic Networks of Practice1 2005Social Capital, Networks, and Knowledge Transfer 2005Why should i share? examining social capital and knowledge contribution in electronic networks of practice 2005Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation1 1998Configuring value for competitive advantage: on chains, shops, and networks 1975The Manager's Job: Folklore and Fact.2005Absorptive Capacity Configurations in Supply Chains: Gearing for Partner-Enabled Market Knowledge Creation1 2005Antecedents of Knowledge Transfer from Consultants to Clients in Enterprise System Implementations

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