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The research focuses on the impact of client vendor communication on client satisfaction in information system projects and after client satisfaction that will bridge them toward the information system continuance intention of clients. Importance of this study is to understand the effect of client-vendor communication on client satisfaction.

The sample size of the study was 200 respondents and data was collected from electrical manufacturing industries. It is a quantitative field study, and the time horizon of this study is cross-sectional. The data collected was then analyzed by doing the structural equation modeling in PLS-SEM in order to examine the relationships.

Findings of this study likewise demonstrate the mediating impact of client satisfaction between the relationship of client-vendor communication and information system continuance intention as well as between the relationship of expectation confirmation and information system continuance intention. Future studies may include the multi-motive information system continuance model (MISC) to explain the constructs in more depth because it includes different dimensions of expectation confirmation which will help more to understand information system continuance intention.

This study determines the role of information system continuance intention in terms of client-vendor communication and expectation confirmation through the impact of mediator client satisfaction. Previous studies have explained that client-vendor communication affects client satisfaction positively and confirmation also positively affects the client satisfaction. For this research study, the authors have identified the following research gaps. The authors also have found out that the following study is significant in a related study taken in the developed countries. On the contrary, the authors will follow the study and further observe the impact of improved risks in different cities of Pakistan that how client-vendor communication are affecting the success of information

We use experiential learning theory to develop new conceptual insights into offshore outsourcing of innovation. In particular, we show how offshore vendor firms are able to overcome liability of outsidership and eventually learn how to innovate on behalf of their onshore clients as a result of their embedment with clients across multiple teams. We theorize that the cross-border relocation of innovative activities from a client firm to an offshore vendor is only possible when teams within the vendor team have assumed a double-loop learning capability from the client allowing them to determine governing variables relating to the client’s organizational environment. Through direct on-the-job experience working with each other, international teams comprised in part from the vendor and in part from the client can undergo different learning transitions, which we classify as either relationship-oriented or task-oriented. These transitions determine the extent to which double-loop learning can be developed in offshore locations and are influenced by intra-team dynamics and the way the joint teams organize and manage themselves. Our perspective has implications for our understanding of organizational designs associated with both client and vendor multinational enterprises seeking to benefit from innovation in offshore outsourcing.

The purpose of this paper is to study sustainability of the global business model of software outsourcing with perspective of Indian vendors.

In order to obtain results as per the stated purpose, the authors have done an extensive literature review search in the e‐journals databases: ABI/INFORM Complete, EBSCO Business Source Complete, Emerald Management Xtra and Science Direct. Over and above these databases and journals, NASSCOM reports, survey and some books were also referred for literature review. Finally 59 references listed at the end of the paper were used for the stated purpose.

The paper studies trends in software industry and outsourcing models, which Indian vendors are offering to their global clients. Each model is evaluated analytically for its advantages and shortcomings subsequently the paper concludes by stating the need for a sustainable global business model in software outsourcing from Indian perspective.

The paper studies business of software at a global level and subsequently narrows its focus on the models being provided by the Indian vendors. It identifies need for a sustainable model to be used by the Indian vendors; the limitation of the paper is it concludes with the need identification and is from an Indian vendor perspective. The needs identified can be further used as a basis for hypothesis formulation, questionnaire design, data survey and analysis so that blue print of the proposed model can finally emerge, also the study can be expanded to include global vendors.

The following paper analytically studies current trends in global business of software sourcing, and identifies pros and cons of the models adopted by Indian vendors. It identifies the need for a sustainable global business model for software outsourcing; in case the need is fulfilled it will definitely add value to India as a software sourcing destination and lead to more revenue generation which will eventually culminate into a large‐scale and long term economic and social impact. The study also has several research and public policy formulation implications.

The paper is completely original work of the authors where the value addition is clearly seen by studying the advantages and shortcomings of the existing models of software outsourcing adopted by Indian vendors and identifying the need for sustainability therein.

The purpose of this paper is to develop a typology of human resource supply chain (HRSC) models that enable comparison of different models for making more informed strategic HR outsourcing decisions.

In the paper interviews and company documents were used to construct multiple comparative case studies.

The paper finds that five generic HRSC models were identified in two broad categories – two in‐sourcing models (local contracting and HR centralizing) and three outsourcing models (purchasing HR, non‐staffing HR, and staffing HR). Additional findings relate to the redistribution of power and competencies for managing HR within and between organizations.

The paper shows that future research should account for different HRSC models to address various dependent variables, especially distribution of power and HR competencies in managing HR supply chains and contribution to firm performance. Future studies on strategic alliances can benefit from building on the HRSC models in building different types of partnerships.

In this paper it is found that managers have a means for comparison of different HRSC models to make more fully informed strategic outsourcing decisions and to develop related HR competencies related to each one of the generic models.

This paper clarifies critical differences in five different generic HRSC models that must be accounted for in research on strategic HR and outsourcing. Without understanding the differences in HRSCs, managers often unwittingly relinquish power and control over critical HR functions to other organizational units or vendor organizations.

The information technology (IT) industry has been continuously expanding. This has resulted in promoting outsourcing of work by clients to vendors. Most of the published research has focussed on when clients should start outsourcing, what to outsource, criteria for vendor selection, etc., however the vendor side of the relationship has been mostly ignored. The purpose of this paper is to delve deep into the vendors’ side and what aspects a vendor needs to consider in order to maintain a good relationship with the clients.

The research design of the paper is to use literature survey to define the components of the client vendor relationship (CVR), identify the parameters impacting the relationship, establish correlation between the independent variables and the dependent variable; subsequently to propose a framework for the CVR.

The findings have been that – communication, technical value addition, knowledge sharing and client vendor adaptability are vital to any outsourcing engagement and if the vendor is able to get good knowledge transfer of the application at hand and the business domain, it can perform better. Vendors, which proactively resolve issues, ensure stable deliveries before time and identify improvements in the software outside the work assigned maintain better relationship. Further a vendor must be adaptable to clients, cultural, time zone differences, should provide a good project manager and be ready to change tools, resources as per client needs. As long as the vendor is able to ensure the above, the stability of the client country and need for information security is not as important to vendors.

The study has limitations as it focusses on the vendors’ side and is inclined toward Indian vendors’ perspectives. Future research can include client as well and can be conducted for a different geography.

The research work is original and adds value to the IT service outsourcing industry by identifying the parameters which need to be monitored for a sustainable CVR.

This paper proposes a new research agenda for information technology (IT) outsourcing,motivated by the belief that the social capital concept enables IT outsourcing researchers to capture more of the nuances of the client–vendor relationship in IT outsourcing arrangements.

The paper builds a comprehensive framework of social capital based on Nahapiet and Ghoshal (1998) to examine the IT outsourcing life cycle. Past research on IT outsourcing is examined applying the parameters of the framework to identify issues that have been addressed in research on IT outsourcing and to uncover the gaps in past research.

The social capital framework is applied to IT outsourcing which suggests new avenues for future outsourcing research.

While past research has identified success factors for IT outsourcing, a significant number of outsourcing arrangement still fail to meet expectations. The research agenda presented in this paper encourages an examination of IT outsourcing from a different perspective to determine how to successfully manage IT outsourcing.

The paper provides a new framework that is useful for identifying the relationships among past research in IT outsourcing as well as for identifying potential topics for future research.

The purpose of this paper is to identify ERP system sourcing strategies available to SMEs and to provide insights from a case study of the practices applied and decisions made by an SME in using a hybrid of sourcing resources to implement the successful conversion of their legacy ERP system to a new information technology (IT) environment.

This research is a case study utilizing various data sources including face‐to‐face interviews, informal conversations, and e‐mails with members of the case company. Company software applications and documents were examined and employees were observed in action. The analysis compares characteristics of the client‐vendor relationship of the case company with findings from relevant outsourcing literature.

This case study identified, among others, the following practices that were critical to the case company in their outsourcing endeavors: attending networking events for SMEs, obtaining formal contract for ownership of intellectual property, utilizing local vendor contact point for communication with offshore contact point, and utilizing vendor's skill‐set for specialized resources.

This case study relates practice with theory, providing a reference for both academia and practitioners.

The decision making and practices described in this paper provide insights that may be useful to organizations considering IT software implementations. ERP systems are increasingly more affordable for SMEs and offshore outsourcing is becoming more accessible; therefore, SMEs considering these options may benefit from Kanebridge's experience.

The information technology (IT) industry has grown owing to the increase in IT outsourcing prompted by the need for cost reductions in organizations. The IT industry contracts are based on pricing models, which establish the terms and conditions of payment to be made to vendors by clients. The pricing models followed in the industry are mainly Fixed Time Fixed Price (FTFP) and Time and Material (TnM) and the remaining are mostly variations of these. Using the information collected from vendors, the purpose of this paper is to draw a comparison between these pricing models to see which one is more acceptable to vendors along with researching on the reasons behind that. The outsourcing engagement is also based on a set of processes to be used during the contract time and that is known as the Outsourcing Model (OM) being used. This research also derives how pricing models, OMs and Client Vendor Relationship (CVR) being developed are related.

Hypothesis have been formulated on the basis of the literature survey conducted by the authors, subsequently questionnaire was formulated and data were collected from – a total of 500 people were targeted, out of which 70 people responded. Out of these 70 only 50 were usable responses. The respondents were at the manager and above level in different organizations classified on the basis of number of employees. Statistical tests were conducted on these data to check the reliability, prove the hypothesis and establish the mediation and moderation relationships between the pricing model, OM and CVR.

The following paper has established through statistical analysis which pricing model is more befitting to the IT service outsourcing industry and has also demonstrated the moderation and mediation relationship between pricing model, OM and CVR variables.

The major reserach limitation is that it is for only IT vendors in Indian geography. The research can be extended to different businesses and geographies.

The paper has practical implications for the IT service outsourcing industry in India and for their clients to understand the comparison between the pricing models and to study the impact of pricing and OMs on the CVRs.

The research presented is original as no similar work has been found to be published in the journals so far specifically in the Indian context.

This study argues that knowledge management (KM) by itself has only limited effects on client–vendor relationship (CVR) of global providers of highly customised services. Rather, it is the ability of top management to properly evaluate and utilise a vast array of complex knowledge which allows global firms to develop and maintain superior CVR. The paper tests the proposition that global mindset (GM) of top management mediates the effects of KM on CVR quality.

The paper uses survey data from a sample of 68 international service providers (ISPs) in the information technology sector in India and partial least squares approach to structural equation modelling to test the hypotheses.

The results show that both KM and GM have positive and statistically significant effects on the quality of CVRs. The results also confirm that the GM of top management has significant and substantive mediation effects on the relationship between KM and CVR quality.

The small size of the sample and the focus on ISPs in a single country constitute the main limitations of the study. Future research should ideally draw from a larger sample of ISPs from multiple countries and sectors in order to allow for greater generalisation of the findings.

ISPs will benefit from developing the GM of their top management teams to enhance their CVRs.

The paper provides new insights into how, in an international context, firms can transform their KM into superior CVR quality through the development of GM.

This paper seeks to describe what makes an outsourcer/client relationship successful and what outsourcers can do to ensure the longetivity of their client relationship.

The authors discuss several important aspects of a successful relationship.

The outsourcing services market has exploded in recent years as more and more companies recognize the benefits of outsourcing to qualified firms. Competition among the many outsourcing firms that presently exist is fierce, and will get even more competitive in the coming years. Outsourcing is an emotional decision, especially for the first time outsourcer, and the success of an outsourcing arrangement depends greatly on the success of the client/vendor relationship.

Shows that it is how the client feels – whether or not an outsourcer is taking care of them – that will decide whether the outsourcing relationship continues or whether the engagement is handed over to an outsourcer's competitor.