Name
Abstract | ||
|---|---|---|
Despite the increasing attention to global IS work, there is limited understanding of why and how global IS development projects succeed or fail. Based on the literature on IS success and global teams, we develop a conceptual framework for global IS development project success. We also conducted interviews with nine global IS project managers to validate this framework through a qualitative attribution analysis to identify common themes and patterns of the interview results. Global project managers identified time separation, cultural differences and geographic distance as the most significant barriers to project success. Organizations implemented various communication mechanisms, task programming, and project control methods to mitigate global risks, leading to project success. |
Year | DOI | Venue |
|---|---|---|
2005 | 10.1109/HICSS.2005.126 | HICSS |
Keywords | Field | DocType |
conceptual framework,cultural differences,outsourcing,pattern analysis,project management,quality management,testing | Computer science,Project portfolio management,Knowledge management,Outsourcing,Cultural diversity,Attribution,Project management triangle,Conceptual framework,Quality management,Project management | Conference |
ISBN | Citations | PageRank |
0-7695-2268-8-1 | 22 | 0.97 |
References | Authors | |
15 | 4 | |
Name | Order | Citations | PageRank |
|---|---|---|---|
| William H. DeLone | 1 | 6193 | 349.55 |
| j alberto espinosa | 2 | 894 | 39.93 |
| Gwanhoo Lee | 3 | 699 | 28.18 |
| erran carmel | 4 | 1418 | 129.71 |