冲突、冲突管理及信任对IT外包关系成功的影响研究
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摘要
外包(outsourcing)作为一种满足组织信息技术(IT)需求的方式,如今已被企业广泛采用。研究及实践均表明,信息技术外包关系是影响IT外包最终成功的关键因素。
在以往的IT外包关系模型中,冲突和信任都是IT外包关系的重要组成部分,但是实证检验的结果却不一致。基于冲突、冲突管理、信任和外包关系的相关知识,我们提出了一个IT外包关系上的冲突、冲突管理和信任对成功外包关系作用的综合模型。研究将冲突和信任分为两个层次——组织层次和个人层次,并从发包方和接包方双方视角纵向地探讨冲突、冲突管理和信任对外包关系成功作用的本质。通过嵌入式多案例研究的实证方法来检验模型及假设,并探索冲突、冲突管理及信任对IT外包关系成功影响机制中新的冲突前因,丰富IT外包关系管理理论的研究。分析结果显示,除了沟通技术对冲突的关系假设没有得到支持外,其他假设均得到了支持或部分支持。对于时间因素的影响,我们也得到了一系列结论,表明外包关系的状态随着冲突、信任、冲突管理的交互影响变化也会产生相应的变化。在模型验证的基础上,我们还发现了一些新的冲突前因及其与冲突的关系。本研究结论能够为企业管理者有效管理IT外包关系中的冲突和信任,保证IT外包关系的成功提供启示和建议。
Information technology outsourcing (ITO) has become a basic strategy of the IT management practice in companies of all sizes and has experienced a considerable growth in recent years. Since ITO relationship is a critical success factor of ITO, in order to achieve benefits from ITO, companies need to carefully manage their customer-supplier relationships.
"Trust" and "conflict" are usually treated as components or attributes of relationship. Interestingly, empirical test results show that only trust plays a key role in the success of ITO relationship, but results about the role of conflict are inconsistent. This paper proposes an integrative model of conflict, conflict management and trust on ITO relationship from the perspective of both customer and vendor in the context of China. Both constructs of conflict and trust are measured in two levels—organizational level and individual level. By applying embedded multiple-case study, we test the model and explore new factors of conflict in IT outsourcing relationship management research. Analysis revealed that all hypothesises have been supported or partially supported except the hypothesis of relationship between communication technology and conflict. For the time factors, we have also found a series of conclusions that the state of the outsourcing relationship can be expected to produce change with the interactions between conflict, conflict management and trust. On the basis of the model validation, we also found some new antecedents of conflict and their relations to conflict. This study enables business managers to effectively manage IT outsourcing relationships, and ensure the success of IT outsourcing.
在以往的IT外包关系模型中,冲突和信任都是IT外包关系的重要组成部分,但是实证检验的结果却不一致。基于冲突、冲突管理、信任和外包关系的相关知识,我们提出了一个IT外包关系上的冲突、冲突管理和信任对成功外包关系作用的综合模型。研究将冲突和信任分为两个层次——组织层次和个人层次,并从发包方和接包方双方视角纵向地探讨冲突、冲突管理和信任对外包关系成功作用的本质。通过嵌入式多案例研究的实证方法来检验模型及假设,并探索冲突、冲突管理及信任对IT外包关系成功影响机制中新的冲突前因,丰富IT外包关系管理理论的研究。分析结果显示,除了沟通技术对冲突的关系假设没有得到支持外,其他假设均得到了支持或部分支持。对于时间因素的影响,我们也得到了一系列结论,表明外包关系的状态随着冲突、信任、冲突管理的交互影响变化也会产生相应的变化。在模型验证的基础上,我们还发现了一些新的冲突前因及其与冲突的关系。本研究结论能够为企业管理者有效管理IT外包关系中的冲突和信任,保证IT外包关系的成功提供启示和建议。
Information technology outsourcing (ITO) has become a basic strategy of the IT management practice in companies of all sizes and has experienced a considerable growth in recent years. Since ITO relationship is a critical success factor of ITO, in order to achieve benefits from ITO, companies need to carefully manage their customer-supplier relationships.
"Trust" and "conflict" are usually treated as components or attributes of relationship. Interestingly, empirical test results show that only trust plays a key role in the success of ITO relationship, but results about the role of conflict are inconsistent. This paper proposes an integrative model of conflict, conflict management and trust on ITO relationship from the perspective of both customer and vendor in the context of China. Both constructs of conflict and trust are measured in two levels—organizational level and individual level. By applying embedded multiple-case study, we test the model and explore new factors of conflict in IT outsourcing relationship management research. Analysis revealed that all hypothesises have been supported or partially supported except the hypothesis of relationship between communication technology and conflict. For the time factors, we have also found a series of conclusions that the state of the outsourcing relationship can be expected to produce change with the interactions between conflict, conflict management and trust. On the basis of the model validation, we also found some new antecedents of conflict and their relations to conflict. This study enables business managers to effectively manage IT outsourcing relationships, and ensure the success of IT outsourcing.
引文
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[2]Lee J N, Kim Y G. Effect of partnership quality on IS outsourcing success: conceptual framework and empirical validation. Journal of Management Information System,1999,15(4):29-61
[3]Goles T. The Impact of the Client-Vendor Relationship on Information Systems Outsourcing Success. Ph D dissertation. Houston:University of Houston,2001
[4]Lee J N. Exploring a Causal Model for the Understanding of Outsourcing Partnership.36th Hawaii International Conference on System Sciences, Hawaii,2003
[5]Fleming R, Low G. Information systems outsourcing relationship model. Australasian Journal of Information systems,2007,14(2):95-112
[6]Wan Jiangping, Zeng Yonghua, Zou Wei, Liu Qingjing. Empirical Study on IT Outsourcing Partnership with Relational Exchange Theory.15th International Conference on Management Science & Engineering, Long Beach, USA. IEEE,2008, 378-384
[7]Alborz S, Seddon P, Scheepers R. The quality-of-relationship construct in IT outsourcing.9th Pacific Asia Conference on Information Systems, Bangkok, Thailand,2005,1118-1131
[8]Sun S Y, Lin T C, Sun P C. The Factors Influencing Information Systems Outsourcing Partnership-A Study Integrating Case Study and Survey Research methods.35th Hawaii International Conference on System Sciences, Hawaii,2002
[9]Kern T, Willcocks L. Exploring information technology outsourcing relationships: theory and practice. Journal of Strategic Information Systems,2000, (9):321-350
[10]Yao Yurong, Murphy L. A state-transition approach to application service provider client-vendor relationship development. Advances in Information Systems, 2005,36(3):8-25
[11]Kim H J. IT outsourcing in public organizations:How does the quality of outsourcing relationship affect the IT outsourcing effectiveness?. Ph D dissertation. Syracuse:Graduate School of Syracuse University,2005
[12]Blumenberg S, Beimborn D, Koenig W. Determinants of IT Outsourcing Relationships:A Conceptual Model.41st Hawaii International Conference on System Sciences, Hawaii.2008,1-10
[13]Whitten G D. The application development outsourcing contract decision:The effect of service quality, relationship quality, satisfaction, and switching costs on continuation and discontinuation decisions. Ph D dissertation. Louisiana:Louisiana Tech University,2004
[14]Yin R. K., Case Study Research:Design and Methods (3th ed.). Sage Publications, Inc.,2003
[15]Alborz S, Seddon B, Scheepers R. A Model for Studying IT Outsourcing Relationships.7th Pacific Asia Conference on Information Systems, Adelaide, South Australia.2003,1297-1313
[16]Grover V, Cheon M J, Teng J T C. The Effect of Service Quality and Partnership on the Outsourcing of Information Systems Functions. Journal of Management Information System,1996,12(4):89-116
[17]Kern T., Willcocks L. The relationship advantage, Oxford University Press Inc.,New York,2001
[18]Deutsch M. Sixty Years of Conflict. International Journal of Conflict Management,1990,1(3):237-263
[19]斯蒂芬P罗宾斯.组织行为学.(孙建敏,李原等,译).北京：中国人民大学出版社,2005
[20]Jehn, K. A. A multimethod examination of the benefits and determinants of intragroup conflict [J]. Administrative Science Quarterly,1995,40(2):256-282
[21]Priem, R. L.,& Price, K. H. Process and outcome expectations for the dialectical inquiry, devil's advocacy, and consensus techniques of strategic decision making [J]. Group & Organization Studies,1991,16(2):206-225
[22]Coser, L. A. The functions of social conflict. New York:Free Press,1956
[23]Amason, A. C. Distinguishing effects of functional and dysfunctional conflict on strategic decision making:Resolving a paradox for top management teams [J]. Academy of Management Journal,1996,39(1):123-148
[24]Guetzkow, H.& Gyr, J. An analysis of conflict in decision making groups [J]. Human Relations,1954,7:367-381
[25]Jehn, K. A., Mannix E. A. The dynamic nature of conflict:A longitudinal study of intragroup conflict and group performance [J]. Academy of Management Journal, 2001,42(2),238-251
[26]Jehn, K. A. A qualitative analysis of conflict types and dimensions in organizational groups. Administrative Science Quarterly,1997,42(3):530～557
[27]Hobman, V. E., Bordia, P., Irmer, B.,& Artemis Chang. The expression of conflict in computer-mediated and face-to-face groups [J]. Small Group Research., 2002,33:439-465
[28]Miranda, S. M.,& Bostrom, R. P. The impact of group support systems on group conflict and conflict management [J]. Journal of Management Information Systems, 1994,10(3):63-96
[29]Straus, S. G. Technology, group processes, and group outcomes:Testing the connections in computer-mediated and face-to-face groups [J]. Human Computer Interaction,1997,12:227-266
[30]Mooney, A. C., Holahan, P. J.,& Amason, A. C. Don't take it personally: exploring cognitive conflict as a mediator of affective conflict [J], Journal of Management Studies,2007,44:733-758
[31]Hinds, P. J., Mortensen, M. Understanding conflict in geographically distributed teams:The moderating effects of shared identity, shared context, and spontaneous communication. Organization Science,2005,16(3):290～307
[32]Paul, S., Samarah, I., Seetharaman, P., Mykytyn, P. P. An empirical investigation of collaborative conflict management style in Group Support System-Based global virtual teams. Journal of Management Information Systems,2004～5,21(3):185～222
[33]刘军,李永娟,富萍萍.高层管理团队价值观共享、冲突与绩效：一项实证检验.管理学报,2007,4(5)：644～653
[34]Hinds, P. J., Bailey, D. E. Out of sight, out of sync:Understanding conflict in distributed teams. Organization Science,2003,14(6):615～632
[35]Amason A C, Hochwarter W A, Thompson K R, Harrison A W. Conflict:an important dimension in successful management teams. Organizational Dynamics, 1995,24(2):20-35
[36]Jehn, K. A. Enhancing effectiveness:an investigation of advantages and disadvantages of value based intragroup conflict. International Journal of Conflict Management,1994,5:223～238
[37]De Dreu, C. K. W., Weingart, L. R. Task versus relationship conflict, team performance and team member satisfaction:A meta-Analysis. Journal of Applied Psychology,2003,88(4):741～749
[38]郎淳刚,席酉民.信任对管理团队决策过程和结果影响实证研究.科学学与科学技术管理,2007,(8)：170～174
[39]Panteli N, Sockalingam S. Trust and conflict within virtual inter-organizational alliances:a framework for facilitating knowledge sharing. Decision Support Systems, 2004, (39):599-617
[40]Barki H, Hartwick J. Interpersonal Conflict and Its Management in Information System Development. MIS Quarterly,2001,25(2):195-228
[41]Thomas K W. Conflict and negotiation processes in organizations. In Dunnette MD, Hough LM (eds), Handbook of Industrial and Organizaitonal Psychology. Palo Alto, CA:Consulting Psychologists Press,1992:651-717
[42]Rahim M A. A measure of styles of handling interpersonal conflict. Academy of Management Journal,1983,26(2):368-376
[43]Anderson J C, Narus J A. A model of distributor firm and manufacturer firm working partnerships. Journal of Marketing,1990,54(1):42-58
[44]Mohr J J, Spekman R E. Several characteristics contribute to successful alliances between channel members. Marketing Management,1996,4(4):34-43
[45]Lewicki R J, Bunker B B. Developing and maintaining trust in working relationships. Kramer R M, Tyler T R Trust in organizations:Frontiers of theory and research. Sage Publications, Thousand Oaks,1996,114-139
[46]McAllister D J. Affect- and Cognitive- based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal,1995, 38(1):24-59
[47]胡尊爽.虚拟团队中沟通技术和时间因素对团队过程影响的实验研究.硕士学位论文。长沙：中南大学,2008
[48]Dirks, K. T., Ferrin, D. L. The role of trust in organizational settings. Organization Science,2001,12(4):450～467
[49]Simons, T. L., Peterson, R. S. Task conflict and relationship conflict in top management teams:The pivotal role of intragroup trust. Journal of Applied Psychology,2000,85(1):102～111
[50]Parayitam, S., Dooley, R. S. The relationship between conflict and decision outcomes:moderating effects of cognitive- and affect-based trust in strategic decision-making teams. International Journal of Conflict Management,2007,18: 42～73
[51]Rahim M A. Toward a theory of managing organizational conflict. International Journal of Conflict Management,2002,13(3):206-235
[52]Simons, T. L.,& Peterson, R. S. Journal of Applied Psychology [J].2000,85(1): 102-111
[53]Tjosvold D., Law K S., Sun H. Effectiveness of Chinese teams:The role of conflict types and conflict management approaches. Management and Organization Review,2006,2(2):231-252
[54]Chen G., Liu C., Tjosvold D. Conflict management for effective top management teams and innovation in China. Journal of Management Studies,2005, 42(2):277-300
[55]Alper S., Tjosvold D, Law K. S. Conflict management, efficacy, and performance in organizational teams. Personnel Psychology,2000,53(3):625-642
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