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Control and performance in IS projects: a meta-analysis of hierarchical and market-based control relationships

Dongus, Konrad, Ebert, Simon, Schermann, Michael, Yetton, Philip and Krcmar, Helmut 2014, Control and performance in IS projects: a meta-analysis of hierarchical and market-based control relationships, in ICIS 2014: Building a Better World through Information Systems : Proceedings of the 35th Information Systems International Conference, Association for Information Systems, Atlanta, Ga., pp. 1-20.

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Title Control and performance in IS projects: a meta-analysis of hierarchical and market-based control relationships
Author(s) Dongus, Konrad
Ebert, Simon
Schermann, Michael
Yetton, Philip
Krcmar, Helmut
Conference name Information Systems. International Conference (35th : 2014 : Auckland, New Zealand)
Conference location Auckland, New Zealand
Conference dates 14-17 Dec. 2014
Title of proceedings ICIS 2014: Building a Better World through Information Systems : Proceedings of the 35th Information Systems International Conference
Editor(s) [Unknown]
Publication date 2014
Conference series Information Systems International Conference
Start page 1
End page 20
Total pages 20
Publisher Association for Information Systems
Place of publication Atlanta, Ga.
Keyword(s) IS control
IS outsourcing
IS project management
IS project success
meta-analysis
governance
Summary Literature on IS project control distinguishes between hierarchical and market-based control relationships. Prior studies typically investigate one of these two forms of control relationships in isolation. Hence, little is known about the differences between hierarchical and market-based control relationships. Responding to this gap, we analyze how the effects of control modes on IS project performance differ in hierarchical compared with market-based control relationships. Specifically, we conduct a metaanalysis to compare the effects of control modes on IS project performance reported in research on hierarchical and market-based control relationships. The results suggest that the effects of behavior and self-control on performance differ between these two forms of control relationships. Based on our results, we derive implications for complementary and substitutive effects between control modes, and for interrelations among hierarchical and market-based control relationships.
Language eng
Field of Research 150302 Business Information Systems
Socio Economic Objective 970115 Expanding Knowledge in Commerce
HERDC Research category E1.1 Full written paper - refereed
ERA Research output type E Conference publication
Copyright notice ©2014, Association for Information Systems
Persistent URL http://hdl.handle.net/10536/DRO/DU:30083708

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