| Recent growth in offshore outsourcing of information systems (IS) services is accompanied by managing the offshore projects successfully. Much of the project failures can be attributed to geographic and organizational boundaries which create differences in culture, language, work patterns, and decision making processes among the offshore project team members. Boundary spanning is a recommended strategy for tackling these challenges. Despite prescriptions from popular press, we have limited empirical research examining the efficacy of boundary spanning. Synthesizing extant research, we conceptualize boundary spanning in offshore ISD projects and categorize them into three groups of activities viz. knowledge boundary spanning, social boundary spanning and operational boundary spanning. Drawing from social capital perspective, we argue that different levels of boundary spanning activities generate varying degrees of project social capital, which ultimately affect the project outcomes. We present and test a model linking boundary spanning, project social capital and project outcomes, using a two stage research design combining both qualitative interviews and a web based survey of project managers. The results validate our model and provide insights into the dynamics of associations between the three types of boundary spanning, project social capital and the outcomes. The implications of our findings for research and practice are discussed. |
