This study examines the role of differences between parties involved in outsourced information systems (OISD) projects, focusing on 1) the mechanisms vendors use to manage those differences; and 2) the long term impacts of those mechanisms. Using data from a revelatory case study, we anchor our theorizing in institutional theory to develop three main propositions emphasizing 1) the role of instances of conflicting institutional demands in OISD projects; 2) the relevance of the logics driving the enactment of institutionalized practices to explain how vendors respond to those instances; and 3) the ability for those responses to trigger a process of institutional change. Offering a comprehensive explanation of the management of differences in OISD projects, our work has implications for research and practice.
Vial, Gregory and Rivard, Suzanne, "Managing Conflicting Institutional Demands in Outsourced ISD Projects" (2016). International Research Workshop on IT Project Management 2016. 15.