Resumé
| Originalsprog | Engelsk |
|---|---|
| Titel | Proceedings of the 56th Annual Meeting of the Academy of International Business : Local Contexts in Global Business |
| Redaktører | Klaus Meyer, Tunga Kiyak |
| Udgivelses sted | East Lansing, MI |
| Forlag | Academy of International Business |
| Publikationsdato | 2014 |
| Sider | 140 |
| Status | Udgivet - 2014 |
| Begivenhed | AIB 2014 Annual Meeting : Local Context in Global Business - Westin Bayshore, Vancouver, Canada Varighed: 23 jun. 2014 → 26 jun. 2014 Konferencens nummer: 56 http://aib.msu.edu/events/2014/ |
Konference
| Konference | AIB 2014 Annual Meeting |
|---|---|
| Nummer | 56 |
| Lokation | Westin Bayshore |
| Land | Canada |
| By | Vancouver |
| Periode | 23/06/2014 → 26/06/2014 |
| Internetadresse |
| Navn | Academy of International Business. Annual Meeting. Proceedings |
|---|---|
| Vol/bind | 56 |
| ISSN | 2078-4430 |
Citer dette
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Boundary Spanners in a Global Software Development Project : A Qualitative Case Study of an Indian Service Provider's On-Site Managers. / Søderberg, Anne-Marie.
Proceedings of the 56th Annual Meeting of the Academy of International Business: Local Contexts in Global Business. red. / Klaus Meyer; Tunga Kiyak. East Lansing, MI : Academy of International Business, 2014. s. 140 (Academy of International Business. Annual Meeting. Proceedings, Bind 56).Publikation: Bidrag til bog/antologi/rapport › Konferenceabstrakt i proceedings › Forskning › peer review
TY - ABST
T1 - Boundary Spanners in a Global Software Development Project
T2 - A Qualitative Case Study of an Indian Service Provider's On-Site Managers
AU - Søderberg, Anne-Marie
PY - 2014
Y1 - 2014
N2 - Western companies´ outsourcing of short-term projects with low cost tasks to third world countries are increasingly being replaced by strategic partnerships that require closer collaboration between client and vendor. The majority of contributions within offshore outsourcing look at challenges in virtual communication, trust building and knowledge sharing, seen from a Western client perspective. I adopt a less ‘West-centric’ stance by drawing on interviews conducted in an Indian MNC providing advanced IT services and strategic business solutions to its clients all around the world. In this paper I study some of the key boundary spanners, Indian managers in so called on-site teams, who are responsible for developing trustful and sustainable client relations and coordinating complex projects across cultures, languages organizational boundaries, time zones and geographical distances. In the interview analysis I focus on 1) how the Indian vendor prepares its employees for cross-cultural teamwork, 2) which cross-cultural challenges the Indian on-site management team experiences in collaborating with Western clients and coordinating off-shore development projects, and 3) which skills and competencies they draw on in their complex boundary spanning work in order to be able to deal constructively with multiple cultures (regional, national, organizational and professional). in their interorganisational and cross-cultural interactions?
AB - Western companies´ outsourcing of short-term projects with low cost tasks to third world countries are increasingly being replaced by strategic partnerships that require closer collaboration between client and vendor. The majority of contributions within offshore outsourcing look at challenges in virtual communication, trust building and knowledge sharing, seen from a Western client perspective. I adopt a less ‘West-centric’ stance by drawing on interviews conducted in an Indian MNC providing advanced IT services and strategic business solutions to its clients all around the world. In this paper I study some of the key boundary spanners, Indian managers in so called on-site teams, who are responsible for developing trustful and sustainable client relations and coordinating complex projects across cultures, languages organizational boundaries, time zones and geographical distances. In the interview analysis I focus on 1) how the Indian vendor prepares its employees for cross-cultural teamwork, 2) which cross-cultural challenges the Indian on-site management team experiences in collaborating with Western clients and coordinating off-shore development projects, and 3) which skills and competencies they draw on in their complex boundary spanning work in order to be able to deal constructively with multiple cultures (regional, national, organizational and professional). in their interorganisational and cross-cultural interactions?
M3 - Conference abstract in proceedings
T3 - Academy of International Business. Annual Meeting. Proceedings
SP - 140
BT - Proceedings of the 56th Annual Meeting of the Academy of International Business
A2 - Meyer, Klaus
A2 - Kiyak, Tunga
PB - Academy of International Business
CY - East Lansing, MI
ER -