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Relative and Joint Dependence in IS Outsourcing Relationships – A Model of Effects on Relational Facets and Exchange Performance

  • Conference paper
Advances in Global Sourcing. Models, Governance, and Relationships (Global Sourcing 2013)

Part of the book series: Lecture Notes in Business Information Processing ((LNBIP,volume 163))

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Abstract

Building on dependence research, this conceptual article presents a research model encompassing anticipated effects of interdependence on IS outsourcing relationships. A dyadic perspective incorporating client and supplier dependence enables determining two basic constructs: relative and joint dependence. We discuss their expected effects on relationship quality and exchange performance. While joint dependence generally yields positive outcomes, high relative dependence and the dominant party’s exercise of exploitative power might produce two countervailing effects: use of a power advantage is theorized to be beneficial for the dominant party, allowing structuring the exchange to that party’s benefit, yet as a possible detrimental side effect, power use can diminish the relationship’s value-generating potential and decrease performance outcomes for both the weak and the dominant party. This leads to the question of whether and to what extent it is reasonable to leave power potentials untapped. A two-sided survey is planned to provide empirical data for testing our hypotheses.

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Author information

Authors and Affiliations

  1. Information Systems, Technische Universität Darmstadt, Hochschulstraße 1, 64289, Darmstadt, Germany

    Jasmin Kaiser, Thomas Widjaja & Peter Buxmann

Authors
  1. Jasmin Kaiser
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  2. Thomas Widjaja
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  3. Peter Buxmann
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Editor information

Editors and Affiliations

  1. Loughborough School of Business and Economics, UK

    Ilan Oshri

  2. Aston Business School, Birmingham, UK

    Julia Kotlarsky

  3. London School of Economics, UK

    Leslie P. Willcocks

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Kaiser, J., Widjaja, T., Buxmann, P. (2013). Relative and Joint Dependence in IS Outsourcing Relationships – A Model of Effects on Relational Facets and Exchange Performance. In: Oshri, I., Kotlarsky, J., Willcocks, L.P. (eds) Advances in Global Sourcing. Models, Governance, and Relationships. Global Sourcing 2013. Lecture Notes in Business Information Processing, vol 163. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-40951-6_2

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  • DOI: https://doi.org/10.1007/978-3-642-40951-6_2

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