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Foreword
6
Acknowledgements
7
Abstract
8
Table of Contents
10
List of Figures
15
List of Tables
19
List of Abbreviations
22
1 Introduction
24
1.1 Problem Statement and Motivation for this Research
24
1.2 Research Objective and Research Questions
26
1.3 Outline and Structure of the Thesis
29
2 Epistemological Foundation and Research Methodology
31
2.1 Philosophical Perspectives and Research Epistemology
31
2.1.1 Positivist Research
31
2.1.2 Interpretive Research
33
2.1.3 Critical Research
33
2.2 Research Design and Methods: Quantitative vs. Qualitative Research
33
2.3 Summary of Epistemological Foundations of this Thesis
35
3 Theoretical Background on Outsourcing
36
3.1 Definition and Background of Information Systems Outsourcing
36
3.1.1 Specific Characteristics of Information Systems Outsourcing
37
3.1.2 IS Outsourcing Definitions
39
3.2 Theoretical Foundation: Related Theories
42
3.2.1 Transaction Cost Economics
43
3.2.2 Exchange Theories: Social Exchange and Relational Exchange Theory
45
3.2.2.1 Social Exchange Theory
45
3.2.2.2 Relational Exchange Theory
46
3.2.3 Psychological Contract Theory
47
3.2.4 Expectation Confirmation Theory
48
3.2.5 Theories of Power: Power-Political, Power Dependence, Power Conflict
49
3.2.6 Summary of Theories for IS Outsourcing Relationships
51
3.3 The Multi-Dimensionality of Outsourcing IS Functions
52
3.3.1 Outsourcing Functions and the IT Service Lifecycle
52
3.3.2 Forms of Outsourcing Arrangements
54
3.4 Outsourcing Determinants and Expectations: Advantages and Disadvantages
60
3.5 Prior Research on IS Outsourcing Relationships: State of the Art
66
3.5.1 Evolution of IS Outsourcing Research towards a Relationship Focus
66
3.5.2 The Relationship Perspective in IS Outsourcing
67
3.5.3 Approaches for Classifying IS Outsourcing Relationships
69
3.6 Constitutive Factors of an IS Outsourcing Relationship
70
3.6.1 Strategic Intent and Contextual Factors
70
3.6.2 Relationship Architecture
71
3.6.3 Governance and Monitoring Mechanisms
72
3.6.3.1 Formal Contractual Governance
75
3.6.3.2 Informal Relational Governance
76
3.6.3.3 The Interplay of Formal Contractual and Informal Relational Governance
77
3.6.3.4 Governance via Management Processes
78
3.6.3.5 Governance via Organizational Structures
79
3.6.3.6 Governance via Experience and Risk-Reward Incentive Mechanisms
80
3.6.4 Relational and Behavioral Interactions of the Outsourcing Parties
82
3.6.5 Success of IS Outsourcing
87
3.7 Shortcomings of the Current Research / Research Gap on Outsourcing Relationships and their Governance
91
3.8 Framework for Classifying Outsourcing Relationships
92
3.8.1 Methodological Approach to the Conceptualization of a Framework on Outsourcing Relationships
93
3.8.2 Categories of the Framework
94
3.8.3 Completeness vs. Parsimony of the Building Blocks
94
3.8.4 Interdependencies among the Variables
95
3.8.5 Conceptual Framework for Types in IS Outsourcing Relationships
96
3.9 Summary of Outsourcing Foundations
100
4 Theoretical and Methodological Foundations for Classifying Data
102
4.1 Theoretical Foundations of Classification and Configuration
102
4.1.1 Definition of Classification Terms: Classification, Configuration, Type
102
4.1.2 Characteristics of Configurations or Types
103
4.1.3 Typologies vs. Taxonomies
104
4.2 Grouping Techniques
107
4.2.1 Cluster Analysis
107
4.2.1.1 Definition of Cluster Analysis
107
4.2.1.2 General Procedure of Cluster Analysis
108
4.2.1.3 Different Clustering Techniques and Algorithms
109
4.2.1.4 Clustering Steps
111
4.2.1.5 Strengths and Pitfalls of Cluster Analysis
119
4.2.2 Discriminant Analysis
120
4.2.3 Factor Analysis
122
4.2.3.1 General Considerations and Distinctions in Factor Analysis: Exploratory vs. Confirmatory, R vs. Q Analysis
122
4.2.3.2 Design and Process of a Factor Analysis
123
4.3 Summary of the Methodological Foundations for Classifying Outsourcing Clients
129
5 Empirical Evidence of Outsourcing Relationship Types
131
5.1 Qualitative Pre-Study: First Evidence of Different IS Outsourcing Relationships
133
5.1.1 Data Collection
133
5.1.2 Results
136
5.1.2.1 Strategic Intent, Expectations, and Context
137
5.1.2.2 Relationship Architecture
137
5.1.2.3 Governance and Monitoring
137
5.1.2.4 Interaction
138
5.1.3 Types of IS Outsourcing Relationships
138
5.2 Research Design of the Quantitative Study
142
5.3 Data Collection and Demographic Results
144
5.4 Statistical Results: Data Analysis
146
5.4.1 Diagnostic Pre-Analysis of Results: Missing Values and Distribution of Data
146
5.4.1.1 Diagnostics: Analyzing the Extent and Impact of Missing Values
147
5.4.1.2 Normal Distribution of the Data
151
5.4.2 Factor Analysis: Customer Expectations towards IS Outsourcing
152
5.4.2.1 Initial Factor Analysis with All Outsourcing Motives
153
5.4.2.2 Final Improved Factor Solution
155
5.4.2.3 Reliability Analysis of the Final Factor Solution
160
5.4.2.4 Interpretation of Factors
161
5.4.3 Cluster Analysis: Finding Configurations of Clients with Similar Outsourcing Expectations
162
5.4.3.1 Selecting and Preparing the Input Variables for the Cluster Analysis
163
5.4.3.2 Identifying Outliers in the Data Set
163
5.4.3.3 Identifying the Number of Clusters and the Cluster Centroids
164
5.4.3.4 Optimizing the Cluster Solution with k-Means
166
5.4.3.5 Estimating and Validating the Cluster Solution with Discriminant Analysis
167
5.5 Interpretation of Statistical Analysis: Configurations of Different Outsourcing Client Groups
168
5.5.1 Constitutive Elements of the Client Configurations: Major Outsourcing Expecta-tions and Strategic Intents
169
5.5.2 Context Factors
176
5.5.2.1 Basic Company Characteristics
176
5.5.2.2 Role and Impact of IT for the Company
181
5.5.3 Relational Architecture of the Outsourcing Ventures
182
5.5.3.1 Experience with Outsourcing
182
5.5.3.2 Outsourcing Objects and Degree of Outsourced Functions
183
5.5.3.3 Number of Involved Vendors: Single vs. Multi-Vendor Outsourcing
185
5.5.3.4 Outsourcing Degree: Selective vs. Total Outsourcing
186
5.5.3.5 Length and Duration of Outsourcing Contracts
187
5.5.3.6 Pricing Arrangements for Outsourced Services
188
5.5.3.7 Outsourcing Alliances
189
5.5.3.8 Dependency on the Service Provider and Switching Costs
190
5.5.3.9 Goal Alignment between Outsourcing Parties
191
5.5.4 Governance Approaches among the Different Client Groups
194
5.5.4.1 Outsourcing Governance: Role of the Contract
194
5.5.4.2 Outsourcing Governance: Role of Processes
196
5.5.4.3 Outsourcing Governance: Role of Structures and Structural Liaison Devices
199
5.5.4.4 Outsourcing Governance: Informal Relationship
201
5.5.4.5 The Role of Staff Experience, Degrees of Freedom for the Vendor, and Risk-Reward Mechanisms as Governance Mechanisms
204
5.5.5 Interactions: Role of Specific Relationship Factors
208
5.5.5.1 Communication
209
5.5.5.2 Conflict Resolution and Consensus
210
5.5.5.3 Cooperation and Coordination
212
5.5.5.4 Commitment and Loyalty
214
5.5.5.5 Cultural Similarity
215
5.5.5.6 Trust
216
5.5.5.7 Vendor Flexibility
218
5.5.5.8 Vendor Proactivity
219
5.5.6 Outsourcing Success: Perceived Service Quality and Satisfaction
222
5.6 Summary and Consolidated Description of the Four Client Configurations
225
6 Governance of IS Outsourcing Relationship Types
235
6.1 Research Design: Governance Model and Construct Development
235
6.2 Research Approach and Validation
238
6.3 Model Validation and Results
239
6.3.1 Formative Measurement Model
239
6.3.2 Reflective Measurement Model
241
6.3.3 Structural Model
246
6.3.4 Group Analysis: The Impact of Different Governance Mechanisms among the Four Client Groups
250
6.3.5 Mediating Effects in the Model
251
6.4 Assessment of Common Method Bias
253
6.5 Discussion and Interpretation of Results
256
7 Conclusion and Outlook on Future Research
263
7.1 Results and Contributions to Theory
264
7.2 Results and Contributions to Practice
266
7.3 Main Research Limitations
267
7.4 Outlook on Future Research
268
References
269
Appendix
312
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