Abstract
This chapter covers the management processes and structures that lead to successful transitioning of IT work offshore. These are lengthy, subtle, and difficult processes that require close managerial attention. We cover three key transition topics in this chapter, and each one of these topics can be read by itself and does not require linear-style reading. The topics are augmented with case studies and examples. The three topics are:
● Knowledge transfer. The process of successfully transferring specific types of
knowledge and experience into the minds of all those collaborating on the work
across many kilometers.
● Change management. Overcoming the inertia and resistance within the
organization to a difficult change.
● Governance. Establishing structures, roles, responsibilities, and written agreements
to ensure that control, coordination, and relationships are all functioning smoothly
between the client and the provider in offshore outsourcing.
● Knowledge transfer. The process of successfully transferring specific types of
knowledge and experience into the minds of all those collaborating on the work
across many kilometers.
● Change management. Overcoming the inertia and resistance within the
organization to a difficult change.
● Governance. Establishing structures, roles, responsibilities, and written agreements
to ensure that control, coordination, and relationships are all functioning smoothly
between the client and the provider in offshore outsourcing.
| Original language | English |
|---|---|
| Title of host publication | Offshoring Information Technology |
| Subtitle of host publication | Sourcing and Outsourcing to a Global Workforce |
| Editors | Erran Carmel, Paul Tjia |
| Place of Publication | Cambridge |
| Publisher | Cambridge University Press |
| Chapter | 7 |
| Pages | 130-148 |
| Number of pages | 19 |
| ISBN (Electronic) | 9780511541193 |
| ISBN (Print) | 9780521843553 |
| Publication status | Published - 1 Jan 2005 |