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Please use this identifier to cite or link to this item: https://dspace.lboro.ac.uk/2134/12847

Title: Knowledge transfer in IT offshoring relationships: the roles of social capital, efficacy and outcome expectations
Authors: Zimmermann, Angelika
Ravishankar, M.N.
Issue Date: 2014
Publisher: © Wiley Publishing Ltd
Citation: ZIMMERMANN, A. and RAVISHANKAR, M.N., 2014. Knowledge transfer in IT offshoring relationships: the roles of social capital, efficacy and outcome expectations. Information Systems Journal, 24 (2), pp.167-202.
Abstract: Information technology (IT) development in global organisations relies heavily on the transfer of tacit and complex knowledge from onshore units to offshore subsidiaries. A central concern of such organisations is the development of social capital, which is known to facilitate the smooth transfer of knowledge. However, only a few studies in IS research have explicitly examined the role of social capital for knowledge transfer in an IT offshoring context. In this paper, we argue that such knowledge transfer mechanisms can be understood better by considering social capital in concert with knowledge senders' efficacy and outcome expectations, two of the potentially keymotivational drivers of knowledge transfer.We develop our arguments through a qualitative case study of a large German multinational company. German IT developers in this firm provided in-depth accounts of their experience with offshore colleagues in an Indian captive subsidiary unit. Drawing on our analysis, we develop a model that depicts the influence of social capital, efficacy and outcome expectations on onshore IT developers' ability and willingness to transfer knowledge to offshore colleagues. Through the model, we also explain how social capital, efficacy and outcome expectations are interrelated and generate three interlocked, self-reinforcing circles of knowledge transfer success in IToffshoring relationships.
Description: This article was published in the serial Information Systems Journal [© Wiley Publishing Ltd]. The definitive version is available at: http://dx.doi.org/10.1111/isj.12027
Version: Accepted for publication
DOI: 10.1111/isj.12027
URI: https://dspace.lboro.ac.uk/2134/12847
Publisher Link: http://dx.doi.org/10.1111/isj.12027
ISSN: 1350-1917
Appears in Collections:Published Articles (Business School)

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