Client strategies in vendor transition: A threat balancing perspective

Chua, Cecil Eng Huang; Lim, Wee-Kiat; Soh, Christina; Sia, Siew Kien

doi:10.1016/j.jsis.2011.12.001

Cited by 21 publications

(7 citation statements)

References 66 publications

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“…IT vendors are expected to help address client requirements by adapting and modifying IT solutions. This may range from vendors having custom programme libraries for implementing particular IT platforms to having proprietary tools to facilitate migration of data from Microsoft Excel to Oracle databases (Chua, Lim, Sia, & Soh, 2012). Where customized IT solutions are designed as a suite of modular systems implemented by different IT vendors, a client may engage multiple vendors to work together (Cullen et al, 2005;Gawer & Cusumano, 2002;Schneider & Sunyaev, 2016).…”

Section: Information Technology Systems and The Vendor Selection Prmentioning

confidence: 99%

Multiparty sensemaking: A technology‐vendor selection case study

Yeow

Chua

2019

Information Systems Journal

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Information system (IS) procurement history is replete with poorly executed, multimillion dollar procurement decisions. Yet we barely understand what effective IS procurement should look like. IS procurement is highly challenging, as it requires the client to simultaneously select a technology and vendor. This paper explores the technology‐vendor selection process through the sensemaking perspective. Our study develops a sensemaking model for technology‐vendor selection that connects the multiple rounds of client‐vendor communicative actions with the client's sensemaking process. We show how the client reconciles fragmented and sometimes conflicting cues and information through three intertwined cycles: immediate, retrospective, and decision. Sensebreaking occurs as a separate process (and not a communicative action) when disruptive cues occur persistently and from different vendors over multiple rounds of sensemaking. We derive a set of critical factors, on the basis of the sensemaking perspective, for selecting an appropriate vendor and technical solution. These insights in turn help explain many poorly executed IS procurement decisions.

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Section: Information Technology Systems and The Vendor Selection Prmentioning

confidence: 99%

Multiparty sensemaking: A technology‐vendor selection case study

Yeow

Chua

2019

Information Systems Journal

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“…Here, it is assumed that the motivation of the outgoing service provider for transferring the project to the incoming team plays a major role in the success of the transition. This motivation is not always obvious, since the outgoing service provider is not renewed and is about to definitively leave the project (Chua, Lim, Soh, & Sia, 2012). Evaluating this motivation is very difficult.…”

Section: Table 2 Quality Metricsmentioning

confidence: 99%

Evaluation and Improvement of a Transition Business Process: A Case Study Guided by a Semantic Quality-Based Approach

Thion

Grim-Yefsah

Rosenthal‐Sabroux

et al. 2015

Information Systems Management

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A transition in an outsourced IT project is devoted to the transfer of the project from an outgoing project team to an incoming one. It is a complex, risky and challenging building block of importance, identified as being a critical factor in the success of an outsourced project. Ensuring the good quality of a transition is then fundamental. We present here our experience on quality evaluation and improvement of a real transition in a public institution.

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“…Furthermore, a project may be processed completely within one company with its own development department for the implementation of information systems for several business departments. However, many software development projects are two-party projects like in the case of outsourcing [9]. For simplicity, the focus of this paper is on this kind of projects.…”

Section: Principal and Agent In Software Development Projectsmentioning

confidence: 99%

Contract Design and Uncertainty in Software Development Projects

Gaebert¹

2014

Lecture Notes in Business Information Processing

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Abstract. Recent research has described software development projects in terms of the economic principal agent theory. These models mostly describe the customer as the principal, whereas the supplier is the agent. Our study shows, that regarding gaps in software requirement specifications, the supplier is in a principal situation, and the customer plays the role of an agent. Specifications are incomplete due to systematical reasons. Therefore, the customer must work on closing the gaps during the design and development phase of the project. From this, behavioral uncertainties arise. An empirical study supports our theoretical argument. We discuss consequences from these findings and derive suggestions for practitioners in software development projects.

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Client strategies in vendor transition: A threat balancing perspective

Cited by 21 publications

References 66 publications

Multiparty sensemaking: A technology‐vendor selection case study

Multiparty sensemaking: A technology‐vendor selection case study

Evaluation and Improvement of a Transition Business Process: A Case Study Guided by a Semantic Quality-Based Approach

Contract Design and Uncertainty in Software Development Projects

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