Purpose – The purpose of this study is to investigate the key factors that facilitate or inhibit knowledge transfer success from vendors to clients in information systems (IS) outsourcing. Design/methodology/approach – The collection of data rested on semi‐structured interviews with IS/IT managers at various levels of the subject organizations and careful documents analysis. Findings – The findings suggest that knowledge transfer success in IS outsourcing is affected by four sets of factors: knowledge‐related, client‐related, vendor‐related and relationship‐related. Practical implications – This study may provide some useful insights for IS managers on how to manage knowledge transfer in IS outsourcing projects and better understand the key factors that impact its success. Research limitations/implications – This study investigated the client's perceptive only which is one side of the knowledge transfer process. A balanced understanding of the research questions (i.e. from both sides: client and vendor) permits a fuller examination and comparison between the perceptions of the two sides of the relationship. Originality/value – The value and the originality of this study come from the fact that knowledge transfer in IS outsourcing has not been comprehensively explored. Previous research fails to provide a complete understanding of the factors that impact knowledge transfer success as most are focused on the type of knowledge transferred, the client, the vendor or the relationship between the client and the vendor.
Journal of Enterprise Information Management – Emerald Publishing
Published: Sep 27, 2011
Keywords: Knowledge transfer; Information systems; Outsourcing; Public sector; Knowledge management; Oman