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MCIS 2010 Paper presentation

Tel Aviv Sep 2010

Sonia Gantman

on 13 September 2010

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Transcript of MCIS 2010 Paper presentation

Internal Communication
during the ISD project External project-related
(with the ISD vendor) Everyday internal
in the client organization ISD project success Outsourced
Project Most often mentioned reasons for failures Failure to build and manage relationships
Client's failure to understand its own needs (Kapelman et al, 2006) by a client organization.... Motivation Lack of “common language”
Lack of trust
Unresolved conflicts
Vendor’s opportunism/client’s loss of control timelines
concepts and frameworks
maps of
DSL Quality of
client-vendor relationship repositories
"wish lists"
networks Some boundary
objects Organizations that approach their routine internal knowledge exchange on pragmatic level of boundary complexity have higher chances to succeed in an outsourced ISD project than those with internal communicaton at semantic level and, in turn, than those with internal communication at syntactic level. Carlile, 2004 Data collection plan A survey instrument is developed based on prior literature
Survey population: client side project managers of recently completed projects
Data collected: boundary objects in use and perceived purposes of knowledge exchange, in all three contexts Theory development connecting internal and external communication of an organization
Deeper insight into the role of an organization’s culture in its interorganizational relations (not only ITO)
Developing an instrument for measuring a complex qualitative concept Contributions of this work Knowledge Exchange in Outsourced ISD Projects: the Boundary Spanning Approach By Sonia Gantman (Bentley University, USA) Picking theoretical approach The theory should be applicable to:
Both internal and external communication
Knowledge intensive environment
IT related/IT mediated communication Boundary spanning approach
Does not make difference between types of boundaries
Focuses on knowledge intensive processes
Emphasizes the key role of IT professionals in boundary spanning is a process that enables joint work of people with different backgrounds on a joint project

are artefacts or concepts that facilitate this process Boundary spanning Boundary objects In even simpler words: evrywhere from "interactions with people outside the group" (Ancona& Cadwell, 1988) to "creation of new joint fields of practice on the boundaries between existing fields" (Levina and Vaast, 2005). Community of practice Boundary spanning “groups of people engaged in a joint enterprise and characterized by a shared repertoire of concepts, stories and tools (Wenger, 1998)”. Spanning boundaries between communities of practice..... Proposition
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