Publications by Dr. Anna Wiesinger (formerly known as Anna Schroiff)
Conference Articles (Peer Reviewed)
Wiesinger, A. and Beimborn, D. (2013)
How management actions affect social exchanges in outsourcing relationships
Proceedings of the 46th Hawaii International Conference on System Sciences (HICSS), Maui (HI)
This paper explores the effect of management actions on social exchanges in outsourcing relationships. Social exchanges between individuals constitute relationship quality between client and vendor, which is an important factor of outsourcing success. Based on the interaction approach, we develop a framework for management actions entailing three dimensions: the exchange targeted, the organization targeted and the effect on social exchanges. We apply the framework to studying a comprehensive case of an outsourcing relationship full of conflict. This proof-of-concept shows that it is vital to consider side effects of management actions on social exchanges as they indirectly influence outsourcing success.
Schroiff, A., Beimborn, D., and Brix, A. (2011)
The Role of Interaction Structures for Client Satisfaction in Application Service Provision Relationships
Proceedings of the 19th European Conference on Information Systems (ECIS), Helsinki, Finland
This paper presents an embedded exploratory case study of an application service provider's (ASP) client relationships. We focus on the relationship between the vendor and the clients in the ongoing business, which we analyzed based on interviews with client representatives, a pre-interview questionnaire assessing goal achievement, service quality, and relationship quality, and an identification of the real-life social network structure between vendor and client staff (not to be confused with online social networks). We identified two categories of clients fundamentally differing in their expectations for ASP support, which influences the formation of the social network structure between both firms. We found that ASPs should be aware of client differences and differentiate their support services accordingly in order to satisfy their clients in the long run. As main contribution, we extend the Expectation Confirmation Theory by adding a social network-theoretic argument explaining why disconfirmation does not necessarily reduce satisfaction in B2B relationships.
Walentowitz, K., Beimborn, D., Schroiff, A., and Weitzel, T. (2011)
The Social Network Structure of Alignment - A Literature Review
Proceedings of the 44th Hawaii International Conference on System Sciences (HICSS), Kauai (HI)
The social network structure at the interface between a firm's business and IT units is of vital importance to business/IT alignment and hence an important IT governance object. Yet, there is a substantial gap in understanding the nature of these social structures and how they affect IT business value. Based on a literature review that comprises articles published in eight top IS journals since 2000, this paper identifies social network structure characteristics which represent antecedents of alignment. These are subsequently translated into precise concepts of social network analysis (SNA). The identification and formalization of such social network structures allow IT governance to implement social engineering mechanisms in order to influence the social network structure and thus business/IT alignment and IT value. Examples for such translated arguments are a high degree centrality of CIOs vis-à-vis other executives and strong ties in terms of cross-domain knowledge between the CIO and other executives.
Schroiff, A., Beimborn, D., and Weitzel, T. (2010)
The Role of Social Network Structures in Outsourced Projects
Proceedings of the 2010 International Research Workshop on Information Technology Project Management (IRWITPM) (Pre-ICIS), St. Louis (MO)
IT management increasingly involves teams dispersed throughout a globalized world in internal as well as outsourced projects. In this work, we focus on the latter and analyze the impact of social network structures between vendor and client team members on project success. We present the findings of a comprehensive literature analysis and give an outlook on the ongoing empirical investigation. The goal is to propose a model linking structural properties of social networks to dimensions of success of outsourced IT projects. We base this model on indications found in prior research and the results of explorative case studies in outsourcing arrangements. Our findings so far show that the network density at the client-vendor interface and the multiplexity of ties are the salient, but not sole, network properties for which existing research implies an influence on success of outsourced IT projects. Case studies will reveal how and why these and other social network properties have an impact on project success.
Schroiff, A., Beimborn, D., and Weitzel, T. (2010)
Structuring the Structure in Outsourcing Research - A Social Network Perspective on Outsourcing Relationship Management
Proceedings of the 16th Americas Conference on Information Systems (AMCIS), Lima, Peru
To what extent are structural assumptions veiled in extant outsourcing research? In this paper we suggest a unified view on social ties between individuals in outsourcing relationships. In a comprehensive literature analysis of outsourcing research since 2001, we identified structural assumptions and categorize them based on social network measures. Our analysis uncovers two salient patterns: 1) The gatekeeper vs. high density trade-off in interaction between client and vendor employees, and 2) the question whether the strength of ties between individuals can be too high for a professional outsourcing relationship. We present these patterns and other social network structures to formalize assumptions mostly not explicated yet considered important in existing outsourcing research. Based on our results, further research should analyze the impact of these patterns of social structure on outsourcing success.
Wiesinger, A., Beimborn, D., and Weitzel, T. (2012)
How Do Planned and Actual Interaction Structures Differ in Global Outsourcing Arrangements?
In: Kotlarsky, J., Oshri, I., and Willcocks, L. P. (eds.): The Dynamics of Global Sourcing: Perspectives and Practices, Springer Verlag, Berlin, 20-38.
How and why do actual interaction structures in global outsourcing arrangements differ from those originally planned? We use a social network perspective to analyze the structure of social interaction networks among operational staff and management of vendor and client firm in an outsourcing arrangement. We apply a case study approach to understand which interaction structures appear and whether they are in accordance with those structures formally defined in the outsourcing governance. We found that real interaction often differs from the plan and we provide theoretical explanations for understanding these deviations, thus contributing to the understanding of outsourcing governance and outsourcing relationship management.