Skip to main content
SpringerLink
Log in

Information System Outsourcing Dynamics: A Case Study as Seen by a Client Boundary Role Person

  • Chapter
  • First Online:
Information Systems Outsourcing

Part of the book series: Progress in IS ((PROIS))

  • 1781 Accesses

Abstract

The paper presents an analysis of the evolution of the relationship between a large university and its software vendor. The parties were engaged in several projects that developed tailored information systems (IS) for the administration of the university. Three systems are the focus in this case study: student records, student admissions and student mobility. Our point of view is that of the first author who was an insider in this process as he acted as a boundary role person between the client and the vendor, first as the chief information systems officer of the university during the formative years of student records and student admissions, and later as a contracted leader for student records and student mobility after he joined another university. In the case of student mobility we also describe and analyse the dissolution of the client-vendor relationship. We also investigate the process through which the boundary role was terminated in the case of student records. Using the history data as the basis, the authors picture the dynamics of the action strategies of the client side. The conclusion is that in this case when developing the student records system, the bond between the client and the IS vendor intensified more rapidly than the literature based on relationship marketing would suggest. Moreover, the relationship problems in IS development typically became apparent after a long period of cooperation, e.g., when the IS was taken into use and the parties realised that the functionality of the new system was inadequate.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 129.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 169.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    The case description is based on project documents, including five paper folders in the UH archive.

  2. 2.

    The case description is based on project documents, including seven paper folders in the UH archive.

  3. 3.

    The case description is based on project documents, including one paper folder in the UH archive.

  4. 4.

    The case description is based on project documents, including three paper folders in the UH archive.

  5. 5.

    This was a part of an e-mail message that fulfilled the role of a meeting memorandum (date 4.12.2000); translated into English by the first author.

  6. 6.

    Confidential report delivered to the first author, dated 8.12.2003.

References

  • Adams, J. S. (1976). The structure and dynamics of behavior in organizational boundary roles. In M. D. Dunnette (Ed.), Handbook of organisational and industrial psychology (pp. 1175–1199). Chicago: McNally.

    Google Scholar 

  • Alajoutsijärvi, K., Möller, K., & Tähtinen, J. (2000). Beautiful exit: How to leave your business Partner. European Journal of Marketing, 34(11/12), 1270–1289.

    Article  Google Scholar 

  • Allen, D. K. (2003). Organisational climate and strategic change in higher education: Organisational insecurity. Higher Education, 46(1), 61–92.

    Article  Google Scholar 

  • Anderson, L. (2006). Analytic autoethnography. Journal of Contemporary Ethnography, 35(4), 373–395.

    Article  Google Scholar 

  • Antonacopoulou, E. P., & Yiannis, G. (2001). Emotion, learning and organisational change. Journal of Organisational Change Management, 14(5), 435–451.

    Article  Google Scholar 

  • Applegate, L. & Montealegre, R. (1991). Eastman Kodak Company: Managing information systems through strategic alliances. Case 9-192-030. Boston: Harvard Business School.

    Google Scholar 

  • Bakos, J. Y., & Brynjolfsson, E. (1993). Information technology, incentives and the optimal number of suppliers. Journal of Management Information Systems, 10, 37–53.

    Article  Google Scholar 

  • Barki, H., & Hartwick, J. (2001). Interpersonal conflict and its management in information systems development. MIS Quarterly, 25(2), 195–228.

    Article  Google Scholar 

  • Barley, S. (1990). Images of imagining: Notes on doing longitudinal field work. Organization Science, 1(3), 220–247.

    Article  Google Scholar 

  • Batonda, G., & Perry, C. (2003). Approaches to relationship development processes in inter-firm networks. European Journal of Marketing, 37(10), 1457–1484.

    Article  Google Scholar 

  • Beath, C. M. (1983). Strategies for managing MIS projects: At transaction cost approach. Proceedings of the Fourth International Conference on Information Systems (pp. 133–147), Houston, Texas, 1983.

    Google Scholar 

  • Beath, C. M. (1987) Managing the user relationship in information systems evelopment projects: A transaction governance approach. Proceedings of the Eight International Conference on Information Systems (pp. 415–427), Pittsburgh, Pennsylvania, 1987.

    Google Scholar 

  • Boyle, M., & Parry, K. (2007). Telling the whole story: The case for organizational autoethnography. Culture and Organization, 13(3), 185–190.

    Article  Google Scholar 

  • Bunderson, J. S. & Reagans, R. E. (2010). Power, Status, and Learning in Organizations. Organization Science, 22(5), 1182–1194.

    Google Scholar 

  • Christopher, M., Payne, A., & Ballantyne, D. (1993). Relationship marketing. Oxford: Butterworth- Heinemann.

    Google Scholar 

  • Coghlan, D., & Brannick, T. (2002). Doing action research in your own organization. London: Sage Publications.

    Google Scholar 

  • Cong, Q. & Chau, P. Y. K. (2007). Does interpersonalttrust also matter? Exploring the role of trust in successful IT outsourcing. Proceedings of the 40th Hawaii International Conference on System Sciences.

    Google Scholar 

  • Copeland, D. G., & McKenney, J. L. (1988). Airline reservations systems: Lessons from history. MIS Quarterly, 12, 353–370.

    Article  Google Scholar 

  • Daft, R. L., & Lengel, R. H. (1986). Organizational information requirements, media richness and structural design. Management Science, 32(5), 554–571.

    Google Scholar 

  • Das, T. K., & Teng, B. (1998). Between trust and control: Developing confidence in partner cooperation in alliances. Academy of Management Review, 23(3), 491–512.

    Google Scholar 

  • Das, T. K., & Teng, B. (2001). Trust, control, and risk in strategic alliances: An integrated framework. Organization Studies, 22(2), 251–283.

    Article  Google Scholar 

  • Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Dwyer, F. R., Schurr, P. H., & Oh, S. (1987). Developing buyer-seller relationships. Journal of Marketing, 51, 11–27.

    Article  Google Scholar 

  • Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550.

    Google Scholar 

  • Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), 25–32.

    Article  Google Scholar 

  • Eklin, M. (2005). Tietojärjestelmäkehitys sosio-teknisenä prosessimallina, tapaustutkimus Oodi-tietojärjestelmästä (Information system development as socio-technical process model, the case of Oodi information system). Unpublished master’s thesis. Helsinki School of Economics and Business Administration.

    Google Scholar 

  • Feeny, D. F., & Willcocks, L. P. (1998). Redesigning the IS function around core capabilities. Long Range Planning, 31(3), 354–367.

    Article  Google Scholar 

  • Fitzgerald, G., & Russo, N. L. (2005). The turnaround of the London Ambulance Service Computer-Aided Despatch System (LASCAD). European Journal of Information Systems, 14, 244–257.

    Article  Google Scholar 

  • Gallivan, M. J., & Depledge, G. (2003). Trust, control and the role of interorganizational systems in electronic partnerships. Information Systems Journal, 13, 159–190.

    Article  Google Scholar 

  • Gonzalez, R., Gasso, J., & Llopis, J. (2009). Information system outsourcing reasons and risks: An empirical study. International Journal of Human and Social Sciences, 4(3), 181–192.

    Google Scholar 

  • Griffith, T. L., & Northcraft, G. B. (1996). Cognitive elements in the implementation of new technology: Can less information provide more benefits? MIS Quarterly, 20(1), 99–110.

    Article  Google Scholar 

  • Gummesson, E. (2000). Qualitative methods in management research. London: SAGE Publications.

    Google Scholar 

  • Gurbaxani, V., & Whang, S. (1991). The impact of information systems on organizations and markets. Communications of the ACM, 34(1), 59–73.

    Article  Google Scholar 

  • Heiskanen, A. (1994). Issues and factors affecting the success and failure of a student record system development process, A longitudinal investigation based on reflection-in-action. Doctoral Dissertation at the University of Tampere, The University of Helsinki.

    Google Scholar 

  • Heiskanen, A. (1995). Reflecting over a practice: Framing issues for scholar understanding. Information Technology and People, 8(4), 3–18.

    Article  Google Scholar 

  • Heiskanen, A. & Newman, M. (1997). Bridging the gap between information systems research and practice: The reflective practitioner as a researcher. In K. Kumar, & J. I. DeGross (Eds.), Proceedings of the Eighteenth International Conference on Information Systems, Atlanta, Georgia (pp. 121–131), December 15–17, 1997.

    Google Scholar 

  • Heiskanen, A. & Newman, M. (1998). The dynamics of IS procurement, case study of a budgeting and financial reporting system. In Baets, W. R. J. (Ed.) Proceedings of the 6th European Conference on Information Systems, Aix-En-Provence (pp. 839-852), June 3-6 1998.

    Google Scholar 

  • Heiskanen, A., Newman, M & Saarinen, V. (1998). Innovations in fiefdoms: Developing a common student information system in six Finnish universities. In T. J. Larsen, L. Levine, & J. I. DeGross (Eds.), Proceedings of the IFIP Working Groups 8.2 and 8.6 Joint Working Conference, Helsinki (pp. 455–469), December 10–13, 1998.

    Google Scholar 

  • Heiskanen, A., Newman, M. & Similä, J. (1996).Software contracting: A process model approach. In J. I. DeGross, S. Jarvenpaa, & A. Srinivasan (Eds.), Proceedings of the Seventeenth International Conference on Information Systems, Ohio, USA (pp. 51–62), 1996.

    Google Scholar 

  • Heiskanen, A., Newman, M., & Similä, J. (2000). The social dynamics of software development. Accounting, Management and Information Technologies, 10, 1–32.

    Article  Google Scholar 

  • Heiskanen, A., & Similä, J. (1992). Gatekeepers in the action structure of software contracting: A case study of the evolution of user-developer relationships. ACM Computer Personnel, 14(1 & 2), 30–44.

    Article  Google Scholar 

  • Heiskanen, A., Newman, M., & Eklin, M. (2008). Control, trust, power, and the dynamics of information system outsourcing relationships: A process study of contractual software development. Journal of Strategic Information Systems, 17, 268–286.

    Article  Google Scholar 

  • Hodgkinson, C. (1983). The philosophy of leadership. New York: St Martin’s Press.

    Google Scholar 

  • Jasperson, J., Carte, T. A., Saunders, C. S., Butler, B. S., Croes, H. J. P., & Zheng, W. (2002). Review: Power and information technology research: A metatriangulation review. MIS Quarterly, 26(4), 397–459.

    Article  Google Scholar 

  • Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44(2), 238–251.

    Article  Google Scholar 

  • Jokelin (2000). Riskienhallinta tietojärjestelmän käyttöönotossa (Risk management in information system adoption). Unpublished master’s thesis, Lappeenranta University of Technology.

    Google Scholar 

  • Keil, M., Tan, B. C. Y., Wei, K., Saarinen, T., Tuunainen, V., & Wassenaar, A. (2000). A cross-cultural study on escalation of commitment behavior in software projects. MIS Quarterly, 24, 299–324.

    Article  Google Scholar 

  • Kern, T., & Willcocks, L. (2000). Exploring information technology outsourcing relationships: Theory and practice. Journal of Strategic Information Systems, 9, 321–350.

    Article  Google Scholar 

  • Kern, T. & Willcocks, L. P. (2008). The relationship advantage: Information technologies, sourcing, and management. Oxford: Oxford University Press. (Reprint 2008, original printing 2001).

    Google Scholar 

  • Kirsch, L. J. (1997). The management of complex tTasks in organizations: Controlling the systems development process. Organization Science, 7(1), 1–21.

    Article  Google Scholar 

  • Kirsch, L. J., Ko, D. G., & Haney, M. H. (2010). Investigating the antecedents of team-based clan control: Adding social capital as a predictor. Organization Science, 21(2), 469–489.

    Article  Google Scholar 

  • Klein, H. K., & Rowe, F. (2008). Marshalling the professional experience of doctoral students: A contribution to the practical relevance debate. MIS Quarterly, 32(4), 675–686.

    Google Scholar 

  • Klepper, R. (1995). The management of partnering development in IS outsourcing. Journal of Information Technology, 10(4), 249–258.

    Article  Google Scholar 

  • Kotlarsky, J., & Oshri, I. (2005). Social ties, knowledge sharing and successful collaboration in globally distributed system development projects. European Journal of Information Systems, 14(1), 37–48.

    Article  Google Scholar 

  • Lacity, M. C., Khan, S. A., & Willcocks, L. P. (2009). A review of the IT outsourcing literature: insights for practice. Journal of Strategic Information Systems, 18(3), 130–146.

    Article  Google Scholar 

  • Lacity, M. C., & Willcocks, L. P. (1998). An empirical investigation of information technology sourcing practices: Lessons from experience. MIS Quarterly, 22(3), 363–408.

    Article  Google Scholar 

  • Lacity, M. C., Willcocks, L. P., & Feeny, D. F. (1996). The value of selective IT outsourcing. Sloan Management Review, Spring, 1996, 13–25.

    Google Scholar 

  • Lacity, M. C. & Hirschheim, R. (1993). Information systems outsourcing: Myths, metaphors and realities, Wiley.

    Google Scholar 

  • Laudon, K. C., & Laudon, J. P. (2002). Management information systems—managing the digital firm (7th ed.). Upper Saddle River, NJ: Prentice-Hall.

    Google Scholar 

  • Levina, N. (2005). Collaborating on multiparty information systems development projects: A collective reflection-in-action view. Information Systems Research, 16(2), 109–130.

    Article  Google Scholar 

  • Levina, N., & Orlikowski, W. J. (2009). Understanding shifting power relations within and across organizations: A critical genre analysis. Academy of Management Journal, 22(4), 672–703.

    Article  Google Scholar 

  • Levina, N., & Vaast, E. (2005). The emergence of boundary spanning competence in practice: Implications for Implementation and use of information systems. MIS Quarterly, 29(2), 335–363.

    Google Scholar 

  • Markus, M.L. & Robey, D. (1988). Information technology and organizational change: Causal structure in theory and research. Management Science, 34(5), 583–598.

    Google Scholar 

  • Mason, R. O., McKenney, J. L., & Copeland, D. G. (1997a). Developing an historical tradition in MIS research. MIS Quarterly, 21, 257–278.

    Article  Google Scholar 

  • Mason, R. O., McKenney, J. L., & Copeland, D. G. (1997b). An historical method for MIS research: Steps and assumptions. MIS Quarterly, 21, 307–320.

    Article  Google Scholar 

  • McCall, J. B., & Warrington, M. B. (1989). Marketing by agreement. Chichester: Wiley.

    Google Scholar 

  • McEvily, B., Perrone, V. & Zaheer, A. (Eds.) (2003). Introduction to the special issue on trust in an organizational context. Organization Science, 14(1), 1–4.

    Google Scholar 

  • McFarlan, F. W., & Nolan, R. L. (1995). How to manage an IT outsourcing alliance. Sloan Management Review, 36(2), 9–23.

    Google Scholar 

  • McGrath, K. (2006). Affection not affliction: The role of emotions in information systems and organisational change. Information and Organisation, 16, 277–303.

    Article  Google Scholar 

  • McKenney, J. L., Mason, R. O., & Copeland, D. G. (1997). Bank of America: The crest and trough of technological leadership. MIS Quarterly, 21, 321–353.

    Article  Google Scholar 

  • McWilliams, A. & Gray, S. R. (1995). Understanding quasi-integration. The Journal of Business Strategies, 12(Spring), 69–85. http://coba.shsu.edu/jbs/vol12/no1/12-1-5.html.

  • Mohr, J., & Spekman, R. (1994). Characteristics of partnership success: Partnership attributes, communication behavior, and conflict resolution techniques. Strategic Management Journal, 15, 135–152.

    Article  Google Scholar 

  • Möllering, G. (2005). The trust/control duality: An integrative perspective on positive expectations of others. International Sociology, 20(3), 283–305.

    Article  Google Scholar 

  • Newman, M., & Sabherwal, R. (1996). Determinants of commitment to information systems development: A longitudinal investigation. MIS Quarterly, 20(1), 23–54.

    Article  Google Scholar 

  • Ngwenyama, O. K., & Bryson, N. (1999). Making the information systems outsourcing decision: A transaction cost approach to analyzing outsourcing decision problems. European Journal of Operational Research, 115(2), 351–367.

    Article  Google Scholar 

  • Nurmi, A., Hallikainen, P. & Rossi, M. (2008). Coordination of complex information system development projects: A case study of Finnish universities. In S. Rivard & B. A. Aubert (Eds.), Advances in management information systems: Information technology outsourcing (pp. 245–264). New York: M.E. Sharpe Inc

    Google Scholar 

  • Pannirselvam, G. P., Love, M. S., & Madupalli, R. K. (2011). IT outsourcing: Culture/cohesion’s impact on vendor performance. International Journal of Business, Humanities and Technology, 1(3), 266–278.

    Google Scholar 

  • Panteli, N., & Sockalingam, S. (2005). Trust and conflict within virtual inter-organisational alliances: A framework for facilitating knowledge sharing. Decision Support Systems, 39(4), 599–617.

    Article  Google Scholar 

  • Pentland, B. T. (1999). Building process theory with narrative: From description to explanation. Academy of Management Review, 24(4), 711–724.

    Google Scholar 

  • Pettigrew, A. (1972). Information control as a power resource. Sociology, 6(2), 187–204.

    Article  Google Scholar 

  • Pfeffer, J., & Sutton, R. I. (2000). The knowing-doing gap: How smart companies turn knowledge into action. Boston: Harvard Business School Press.

    Google Scholar 

  • Puolanne E. (2007). Presentation by the consortium director at the Oodi-day. 17.10.2007.

    Google Scholar 

  • Ravishankar, M. N., & Pan, S. K. (2006). The influence of organisational identification on organisational knowledge management. International Journal of Management Science, 32(2), 221–234.

    Google Scholar 

  • Reed, M. I. (2001). Organization, trust and control: A realist analysis. Organization Studies, 22(2), 201–228.

    Article  Google Scholar 

  • Richmond, W. B., Seidmann, A., & Whinston, A. B. (1992). Incomplete contracting issues in information systems development outsourcing. Decision Support Systems, 8, 459–477.

    Article  Google Scholar 

  • Robey, D., Bourdeau, M. C., & Rose, G. M. (2000). Information technology and organisational learning: A review and assessment of research. Accounting Management and Information Tecnologies, 10(2), 125–155.

    Article  Google Scholar 

  • Robey, D., & Farrow, D. L. (1982). User involvement in information system development: A conflict model and empirical test. Management Science, 28, 73–85.

    Article  Google Scholar 

  • Robey, D., & Farrow, D. L. (1989). Group process and conflict in system development: A conflict model and empirical test. Management Science, 35, 1172–1191.

    Article  Google Scholar 

  • Robey, D., Smith, L. A., & Vijayasarathy, L. R. (1993). Perceptions of conflict and success in information system development projects. Journal of Management Information System, 10, 123–139.

    Google Scholar 

  • Rustagi, S., King, W. R., & Kirsch, L. J. (2008). Predictors of formal control usage in IT outsourcing partnerships. Information Systems Research, 19(2), 126–143.

    Article  Google Scholar 

  • Saarinen, V. (2001). Kohti valtakunnallista opiskelijatietojärjestelmää – tapaustutkimus kuuden yliopiston yhteistyöstä (Towards nation-wide student records system—A case study of the cooperation of six universities). Unpublished master’s thesis, Department of Information Processing Sciences, University of Oulu.

    Google Scholar 

  • Sambamurthy, V. & Jarvenpaa, S. (2002). JSIS editorial—special issue on “Trust in the digital economy”. Journal of Strategic Information Systems, 11, 183–185.

    Google Scholar 

  • Schultze, U. (2000). A confessional account of an ethnography about knowledge work. MIS Quarterly, 24(1), 3–41.

    Article  Google Scholar 

  • Schön, D. (1983). The reflective practitioner, how professionals think in action. New York: Basic Books.

    Google Scholar 

  • Standish Group International, I. (2004). Chaos Demographics—2004 third quarter research report.

    Google Scholar 

  • Storbacka, K., Strandvik, T., & Grönroos, C. (1994). Managing customer relationships for profit: The dynamics of relationship quality. International Journal of Service Industry Management, 5(5), 21–38.

    Article  Google Scholar 

  • Tapio, S. (2002) Heila-tietojärjestelmäprojekti ja sen ongelmat: Tutkimus Helsingin yliopiston henkilöstöhallinnon tietojärjestelmän kehitys- ja käyttöönottotyöstä asiakkaan näkökulmasta (The Heila information system development project and its problems: An investigation of the personnel administration system development and adoption work as seen by the client). Unpublished master’s thesis, Depatrment of Education, University of Helsinki.

    Google Scholar 

  • Whitten, D., & Wakefield, R. L. (2006). Measuring switching costs in IT outsourcing services. Journal of Strategic Information Systems, 15, 219–248.

    Article  Google Scholar 

  • Yin, R. K. (2003). Case study research: Design and methods (3rd ed., Vol. 5). Thousand Oaks, CA: Sage.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Information Processing Science, University of Oulu, Oulu, Finland

    Ari Heiskanen

  2. Silkkitie 1 C 46, 01300, Vantaa, Finland

    Ari Heiskanen

  3. Department of Information and Service Economy, School of Business, Aalto University, Helsinki, Finland

    Riitta Hekkala

  4. Manchester Business School, The University of Manchester, Manchester, UK

    Mike Newman

  5. Turku School of Economics, University of Turku, Turku, Finland

    Mike Newman

  6. Center for Information Technology, IT Management, University of Helsinki, Helsinki, Finland

    Merja Eklin

Authors
  1. Ari Heiskanen
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Riitta Hekkala
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Mike Newman
    View author publications

    You can also search for this author in PubMed Google Scholar

  4. Merja Eklin
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Ari Heiskanen .

Editor information

Editors and Affiliations

  1. Business Administration, Louisiana State University, Baton Rouge, Louisiana, USA

    Rudy Hirschheim

  2. LS ABWL und Wirtschaftsinformatik I, Universität Mannheim, Mannheim, Germany

    Armin Heinzl

  3. Institute for Information Systems Dept of Information Engineering, University of Bern, Bern, Switzerland

    Jens Dibbern

Rights and permissions

Reprints and permissions

Copyright information

© 2014 Springer-Verlag Berlin Heidelberg

About this chapter

Cite this chapter

Heiskanen, A., Hekkala, R., Newman, M., Eklin, M. (2014). Information System Outsourcing Dynamics: A Case Study as Seen by a Client Boundary Role Person. In: Hirschheim, R., Heinzl, A., Dibbern, J. (eds) Information Systems Outsourcing. Progress in IS. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-43820-6_8

Download citation

Publish with us

Policies and ethics

Search

Navigation