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1、IEEETRANSACTIONSONENGINEERINGMANAGEMENT,VOL.60,NO.1,FEBRUARY201359BoundarySpanningbyDesign:TowardAligningBoundary-SpanningCapacityandStrategyinITOutsourcingWenyu(Derek)DuandShanLingPanAbstract—IToutsourcing(ITO)hascreatednewissuesforen-issuesaresoacutethattheyhaveoftenbeenfoun
2、dtobere-gineeringmanagement.Ofthese,apersistentproblemconcernssponsibleforthefailureofmanyITOprojects.Accordingtotheboundariesbetweenclientsandvendors,whichhavethepo-asurveyconductedbyDeloitte,70%ofITOclientsperceivedtentialtodamageeventhemosttrustingandsecurerelationship.thei
3、rprojectsasunsatisfactory[27].Consistently,vendorswereTherisingtrendofoffshoresourcinghasfurtherexacerbatedtheissue,becauseofthenationalboundariesthatITOtraversesinnothappyeither.Arecentstudyrevealedthatone-thirdoftheoffshorecontext.However,researchonthisissuehasbeenlim-ITOven
4、dorsexpressedintentionstoterminatetheircontractsited;existingstudieshavemainlyfocusedontheclientperspective,prematurely[38].whereassystematicanalysesfromthevendorperspectivehavebeenByvirtueofitsstrategicsignificanceandimplementationlimited.Inthisstudy,webridgethisgapbystudyingb
5、oundarychallenges,ITOprojectmanagementhasattractedconsiderablespanningoftwoITOvendors.Thedatacollectionandanalysisareguidedbyanovelandsoundtheoreticallens—alignmentbetweenattentionfromresearchers.Thisresearchstreamhasprovidedboundary-spanningcapacityandstrategy.Twoalignmentmod
6、elsinvaluableinsights,especiallyonhowtolimitopportunisticarederived.Thealignment-formmodeldepictstheoutlookofthebehavior(see,e.g.,[7]and[36]),constraintechnicalvolatil-alignmentandthealignment-pathmodeldepictstheprocessofity(see,e.g.,[47]and[34]),andreconcilestakeholdercon-ach
7、ievingit.Basedonthesetwomodels,wefurtherconceptualizeflicts(see,e.g.,[20]and[63]).However,itisenigmaticthatthatvendorboundaryspanninghappensbydesign,withratio-naldeliberationandplanning.ThestudycomplementstheITOprojectswithrefrainedopportunisticbehavior,stabilizedtech-literatur
8、ebyprovidingamorecompletepictureofboundaryspan-nicalenvironme
