Boundary Spanning in Global Software Development: A Case Study of a Major Indian Vendor

Anne-Marie Søderberg, Laurence Romani

    Research output: Contribution to conferencePaperResearchpeer-review


    How does a global company deal with inter-organizational boundary spanning activities? If the company is an Indian vendor, and the client a Western multinational company in need of major transformations, the answer to this question challenges prior research. This paper builds on a field study of Indian IT vendor managers who are responsible for developing client relations and
    coordinating complex global development projects. The authors revise a framework of boundary spanning leadership practices to adapt it to an offshore outsourcing context. The empirical investigation highlights how imbalances of power, exacerbated in the case of an Indian vendor and a
    European client, need to be taken into account. The paper thus contributes with a more context sensitive understanding of inter-organizational boundary work. Taking the vendor perspective also leads to problematization of common assumptions on boundary spanning activities regarding their
    reciprocity, desirability and stability and thereby generates new research questions.
    Original languageEnglish
    Publication date2015
    Number of pages41
    Publication statusPublished - 2015
    EventThe Academy of Management Annual Meeting 2015: Opening Governance - Vancouver, Canada
    Duration: 7 Aug 201511 Aug 2015
    Conference number: 75


    ConferenceThe Academy of Management Annual Meeting 2015
    Internet address

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