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通过两个典型公司的五个IT外包项目,从项目阶段和合作关系水平两个维度,探讨了IT服务外包中控制策略组合的演化过程。案例研究结果显示,在项目开始阶段,族群控制和自我控制被更多地采用,在项目开发阶段,正式控制(包括结果控制和行为控制)占据主导地位,而在项目实施阶段,正式控制和非正式控制互为补充。从合作关系水平维度来看,合作关系水平较低时,正式控制起主导作用,而随着合作关系水平的提升,非正式控制(自我控制和族群控制)在对美外包项目中被更多地使用,对日外包项目中则仍以正式控制为主。从影响控制的社会条件和信息条件,解释了外包项目中控制策略组合出现不同变化的原因。
Through the five IT outsourcing projects of two typical companies, the evolution of the control strategy portfolio in IT service outsourcing is discussed from two aspects: project stage and cooperation level. Case studies show that ethnic control and self-control are increasingly being adopted at the start of the project. Formal control (including results-based control and behavioral control) dominates during the project development phase. In the project implementation phase, formal controls and non- Formal control complement each other. From the perspective of the level of cooperation, formal control plays a leading role when the level of cooperation is relatively low, and informal control (self-control and ethnic control) is more often applied to outsourcing projects in the United States as the level of cooperation grows Use, Japan’s outsourcing projects are still mainly based on formal control. From the social conditions and information conditions that affect the control, we explain the reasons for the different changes in the control strategy portfolio in outsourcing projects.