Gregory, Robert Wayne

[["dc.bibliographiccitation.firstpage","5"],["dc.bibliographiccitation.issue","2"],["dc.bibliographiccitation.journal","Scandinavian Journal of Information Systems"],["dc.bibliographiccitation.lastpage","28"],["dc.bibliographiccitation.volume","23"],["dc.contributor.author","Beck, Roman"],["dc.contributor.author","Schott, Katharina"],["dc.contributor.author","Gregory, Robert W."],["dc.date.accessioned","2020-01-29T09:38:19Z"],["dc.date.available","2020-01-29T09:38:19Z"],["dc.date.issued","2011"],["dc.description.abstract","Research on global multivendor information systems development (ISD) outsourcing projects has uncovered several management challenges, resulting mainly from the complexity of coordinating multiple vendors across geographical locations. However, a gap persists regarding effective management practices in this context. This study employs an exploratory, single-case study design with grounded theory techniques to generate new, empirically grounded theory regarding mindful management practices. In particular, (1) relational knowledge should be viewed as an enabler but not as a standard recipe for interfirm cooperation, (2) cross-organizational trial-and-error learning processes should be leveraged early in the project, (3) intervendor power relations should be determined on the basis of expertise, and (4) multichannel communication should be structured around the context. These four practices are supported by theoretical insights drawn from organizational mindfulness theory: commitment to resilience, preoccupation with failure, under-specification of structures, and sensitivity to operations. Therefore, the papers main theoretical contribution is the introduction and extension of organizational mindfulness to the domain of global multivendor sourcing, marking an important first step for extending prior theory to the context of interorganizational exchange relationships and networks, with key implications for research and practice."],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/62871"],["dc.language.iso","en"],["dc.relation.issn","0905-0167"],["dc.title","Mindful Management Practices in Global Multivendor ISD Outsourcing Projects"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.artnumber","44"],["dc.bibliographiccitation.firstpage","1"],["dc.bibliographiccitation.journal","ICIS Proceedings"],["dc.bibliographiccitation.lastpage","18"],["dc.contributor.author","Beck, Roman"],["dc.contributor.author","Gregory, Robert Wayne"],["dc.contributor.author","Prifling, Michael"],["dc.date.accessioned","2020-03-09T08:45:14Z"],["dc.date.available","2020-03-09T08:45:14Z"],["dc.date.issued","2008"],["dc.description.abstract","Prior research on the management of IT offshore outsourcing projects has focused on crosscultural issues or on project and relationship management issues. However, there is still a lack of understanding concerning effective management practices that help to overcome the challenges of client-vendor cultural distance in IT offshoring relationships. Therefore, the goal of this research is to increase our understanding of how the risks that result from this cultural distance in IT offshoring can be mitigated and which management practices must be employed. Thereby, we take both cross-cultural and project management issues into account and focus on the specific interplay between both elements. As research on this topic is scarce, we chose a theory-building and exploratory research design. We conducted an in-depth analysis of a single case from the financial services industry in Germany. Our findings suggest that cultural intelligence and IT project management techniques interact with each other in a reinforcing virtuous circle."],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/63213"],["dc.language.iso","en"],["dc.relation.conference","29th International Conference on Information Systems, ICIS 2008"],["dc.relation.eventend","2008-12-17"],["dc.relation.eventlocation","Paris, France"],["dc.relation.eventstart","2008-12-14"],["dc.title","Cultural Intelligence and Project Management Interplay in IT Offshore Outsourcing Projects"],["dc.type","conference_paper"],["dc.type.internalPublication","no"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","534"],["dc.bibliographiccitation.lastpage","537"],["dc.bibliographiccitation.volume","6105"],["dc.contributor.author","Weber, Sven"],["dc.contributor.author","Beck, Roman"],["dc.contributor.author","Gregory, Robert Wayne"],["dc.contributor.editor","Winter, R."],["dc.contributor.editor","Zhao, J. L."],["dc.contributor.editor","Aier, S."],["dc.date.accessioned","2020-03-05T15:27:40Z"],["dc.date.available","2020-03-05T15:27:40Z"],["dc.date.issued","2010"],["dc.description.abstract","A challenge that IS researchers face in general is to combine the goals of generating new scientific knowledge while at the same time producing practically relevant research results, e.g., in the form of IT artefacts. To combine rigor and relevance, researchers and practitioners need to collaborate to develop and employ methods that enable both the systematic generation of scientific insights and the knowledge exchange between academia and industry. In this paper, we present the findings of a research project where we entered into an industry-academic collaboration with the financial services industry involving three software development and implementation projects. We adopted a design science research approach to accompany the project and to guide the scientific discovery process. In the course of our research process we developed an innovative research model that integrates our experiences from the research project with existing design science research mod"],["dc.identifier.doi","10.1007/978-3-642-13335-0_39"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/63169"],["dc.language.iso","en"],["dc.publisher","Springer"],["dc.publisher.place","Berlin, Heidelberg"],["dc.relation.crisseries","Lecture Notes in Computer Science"],["dc.relation.isbn","978-3-642-13334-3"],["dc.relation.isbn","978-3-642-13335-0"],["dc.relation.ispartof","Global Perspectives on Design Science Research"],["dc.relation.ispartofseries","Lecture Notes in Computer Science;"],["dc.relation.issn","0302-9743"],["dc.relation.issn","1611-3349"],["dc.title","Design Science in Research Cooperations with the Industry: Findings from Three Prototyping Projects"],["dc.type","book_chapter"],["dc.type.internalPublication","no"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","4092"],["dc.bibliographiccitation.lastpage","4101"],["dc.contributor.author","Weber, Sven"],["dc.contributor.author","Beck, Roman"],["dc.contributor.author","Gregory, Robert Wayne"],["dc.date.accessioned","2020-03-05T11:42:51Z"],["dc.date.available","2020-03-05T11:42:51Z"],["dc.date.issued","2012"],["dc.description.abstract","A challenge that information system researchers face in general is to combine the goals of generating new scientific knowledge while at the same time producing practically relevant research results, e.g., in the form of IT artifacts. To combine both, researchers and practitioners need to collaborate to develop and employ methods that enable both the systematic generation of scientific insights as well as the knowledge exchange between academia and industry. In this paper, we present the findings of a research project where we entered into an industry-academic collaboration involving three software development projects. We used a design science research approach to observe and accompany the project and to guide the scientific discovery process. In the course of our research process we developed an innovative research model that integrates our experiences from a research project with existing design science research models."],["dc.identifier.doi","10.1109/HICSS.2012.163"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/63158"],["dc.language.iso","en"],["dc.notes.preprint","yes"],["dc.publisher","IEEE"],["dc.relation.conference","45th Hawaii International Conference on System Sciences"],["dc.relation.eventend","2012-01-07"],["dc.relation.eventlocation","Maui, HI, USA"],["dc.relation.eventstart","2012-01-04"],["dc.relation.isbn","978-1-4577-1925-7"],["dc.relation.isbn","978-0-7695-4525-7"],["dc.relation.iserratumof","yes"],["dc.title","Combining Design Science and Design Research Perspectives--Findings of Three Prototyping Projects"],["dc.type","conference_paper"],["dc.type.internalPublication","yes"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","223"],["dc.bibliographiccitation.issue","3"],["dc.bibliographiccitation.journal","Information, Technology & People"],["dc.bibliographiccitation.lastpage","241"],["dc.bibliographiccitation.volume","22"],["dc.contributor.author","Gregory, Robert"],["dc.contributor.author","Prifling, Michael"],["dc.contributor.author","Beck, Roman"],["dc.date.accessioned","2020-01-28T15:53:14Z"],["dc.date.available","2020-01-28T15:53:14Z"],["dc.date.issued","2009"],["dc.description.abstract","The paper presents a model explaining cross‐cultural interaction at the individual level in IT offshore outsourcing. The analysis shows that effective cross‐cultural interaction manifests itself in active cross‐cultural adaptation behavior, which is driven by motivational and cognitive factors. Cultural intelligence, including cognitive, motivational, and behavioral elements, is found to be an important driver for the development of a negotiated culture, characterized by trust‐based interpersonal relationships, shared understanding, and the effective resolution of conflicts in IT offshore outsourcing projects. Practical implications This study helps to understand how the emergence of a negotiated culture depends upon the cultural intelligence of individual project members. Practitioners need to focus on the accumulation of cultural intelligence in their project teams. Originality/value This study makes a theoretical contribution to the IT offshore outsourcing domain by presenting a model of individual‐level cross‐cultural interaction in this context. Furthermore, it represents one of the first qualitative case studies on cultural intelligence in IS."],["dc.identifier.doi","10.1108/09593840910981428"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/62867"],["dc.language.iso","en"],["dc.relation.issn","0959-3845"],["dc.title","The role of cultural intelligence for the emergence of negotiated culture in IT offshore outsourcing projects"],["dc.type","journal_article"],["dc.type.internalPublication","no"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","1"],["dc.bibliographiccitation.lastpage","10"],["dc.contributor.author","Gregory, Robert Wayne"],["dc.contributor.author","Beck, Roman"],["dc.contributor.author","Prifling, Michael"],["dc.date.accessioned","2020-03-06T13:15:54Z"],["dc.date.available","2020-03-06T13:15:54Z"],["dc.date.issued","2009"],["dc.description.abstract","In this paper the authors present the results of a research project that strives to fill a literature gap in IT offshore outsourcing research by analyzing clientside managerial mechanisms for the effective knowledge transfer from client to vendor organization. 31 qualitative interviews were conducted and analyzed using the grounded theory development methodology. A key finding is that client firms cannot rely solely on the capabilities of IT service providers and must actively involve themselves in the transfer, accumulation, and use of business knowledge, process knowledge, and functional knowledge in the client-vendor relationship."],["dc.identifier.doi","10.1109/HICSS.2009.93"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/63188"],["dc.language.iso","en"],["dc.notes","Winner of the BEST PAPER"],["dc.relation.conference","42nd Hawaii International Conference on System Sciences"],["dc.relation.eventend","2009-01-08"],["dc.relation.eventlocation","Big Island, HI, USA"],["dc.relation.eventstart","2009-01-05"],["dc.relation.isbn","978-0-7695-3450-3"],["dc.relation.ispartof","Proceedings of the 42nd Hawaii International Conference on System Sciences"],["dc.relation.issn","1530-1605"],["dc.title","Breaching the Knowledge Transfer Blockade in IT Offshore Outsourcing Projects - A Case from the Financial Services Industry"],["dc.type","conference_paper"],["dc.type.internalPublication","no"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","637"],["dc.bibliographiccitation.issue","4"],["dc.bibliographiccitation.journal","Information Systems Frontiers"],["dc.bibliographiccitation.lastpage","651"],["dc.bibliographiccitation.volume","15"],["dc.contributor.author","Beck, Roman"],["dc.contributor.author","Weber, Sven"],["dc.contributor.author","Gregory, Robert Wayne"],["dc.date.accessioned","2018-11-07T09:20:57Z"],["dc.date.available","2018-11-07T09:20:57Z"],["dc.date.issued","2013"],["dc.description.abstract","A frequently mentioned challenge in design science research (DSR) is the generation of novel theory above and beyond information technology artefacts. This article analyzes the DSR process and extends established frameworks for theory generation to exemplify improvements to theory generation through methods of grounded theory development. On a conceptual base, we developed a theory-generating DSR approach which integrates methods of grounded theory development with established DSR methodology. This combination enables a design theorist to generate theoretical knowledge that extends the applicable knowledge base. We do not elaborate this combination on a meta-level, but rather provide a process model for researchers in form of an extension of a well-known DSR model to combine both methods in a pluralistic research design. With this suggested research approach, scholars can draw theoretical insights from analytical abstractions and can improve the development of IT artefacts in a structured way to avoid failure or repair loops."],["dc.identifier.doi","10.1007/s10796-012-9342-4"],["dc.identifier.isi","000322901700010"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/28999"],["dc.language.iso","en"],["dc.notes.status","zu prüfen"],["dc.notes.submitter","Najko"],["dc.relation.issn","1387-3326"],["dc.title","Theory-generating design science research"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dc.type.peerReviewed","yes"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.artnumber","19"],["dc.bibliographiccitation.journal","European Conference on Information Systems"],["dc.contributor.author","Marschollek, Oliver"],["dc.contributor.author","Beck, Roman"],["dc.contributor.author","Gregory, Robert Wayne"],["dc.date.accessioned","2020-03-06T08:52:17Z"],["dc.date.available","2020-03-06T08:52:17Z"],["dc.date.issued","2010"],["dc.description.abstract","Prior research in the context of public private partnerships has mainly focused on organizational and risk management aspects. Because there is a growing number of IT megaprojects in the context of public private partnerships, recent work concentrates on the explanation of the relationship between public and private partners and the success factors for these relations. However, we still have a lack of understanding on the causes and consequences for IT megaproject failure in the context of public private partnerships. In this exploratory, qualitative single-case study from the German TollCollect IT megaproject we draw on findings from the psychological contract theory to explain psychological contract violation as a threat to IT megaproject success. Our research model suggests that the management of common understanding and expectations, moderated by political and public pressure of a public-private environment, affects the stability of the psychological contract and therefore the success of an IT megaproject in the context of public private partnerships."],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/63175"],["dc.language.iso","en"],["dc.relation.conference","8th European Conference on Information Systems, ECIS 2010"],["dc.relation.eventend","2010-06-09"],["dc.relation.eventlocation","Pretoria, South Afrika"],["dc.relation.eventstart","2010-06-07"],["dc.title","Psychological Contract Violation in IT Megaprojects in the Context of Public Private Partnerships: The German TollCollect Case."],["dc.type","conference_paper"],["dc.type.internalPublication","no"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.artnumber","365"],["dc.bibliographiccitation.firstpage","1"],["dc.bibliographiccitation.lastpage","9"],["dc.contributor.author","Prifling, Michael"],["dc.contributor.author","Gregory, Robert Wayne"],["dc.contributor.author","Beck, Roman"],["dc.date.accessioned","2020-03-06T13:55:37Z"],["dc.date.available","2020-03-06T13:55:37Z"],["dc.date.issued","2008"],["dc.description.abstract","There have been few empirical studies analyzing project management and control techniques to overcome the problems resulting from cross-cultural differences in IT offshore outsourcing projects. Therefore, our research question is “Which project management techniques can be employed to overcome problems due to cross-cultural differences in IT offshore projects?” which is analyzed through an in-depth interpretive single-case study from the European banking industry. The theoretical basis comprises national culture dimensions, effects of cross-cultural differences on project work, and project management and control theory. Our main conclusions are the identification of three project management techniques that can overcome problems due to cross-cultural differences (“cascading deadline approach”, use of “operational process documents”, and “tight controlling and testing”), as well as the theoretical contribution that outcome control is more effective than behavior control in IT offshore outsourcing contexts."],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/63190"],["dc.language.iso","en"],["dc.relation.conference","4th Americas Conference on Information Systems, AMCIS 2008"],["dc.relation.eventend","2008-08-17"],["dc.relation.eventlocation","Toronto, Ontario, Canada"],["dc.relation.eventstart","2008-08-14"],["dc.relation.ispartof","Proceedings of the Fourteenth Americas Conference on Information Systems (AMCIS)"],["dc.title","Project Management Techniques for Managing Cross-Cultural Differences in IT Offshore Outsourcing"],["dc.type","conference_paper"],["dc.type.internalPublication","no"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","69"],["dc.bibliographiccitation.lastpage","81"],["dc.bibliographiccitation.volume","55"],["dc.contributor.author","Schott, Katharina"],["dc.contributor.author","Beck, Roman"],["dc.contributor.author","Gregory, Robert Wayne"],["dc.contributor.editor","Oshri, I."],["dc.contributor.editor","Kotlarsky, J."],["dc.date.accessioned","2020-01-28T15:48:09Z"],["dc.date.available","2020-01-28T15:48:09Z"],["dc.date.issued","2010"],["dc.description.abstract","Global information systems development outsourcing is an apparent trend that is expected to continue in the foreseeable future. Thereby, IS-related services are not only increasingly provided from different geographical sites simultaneously but beyond that from multiple service providers based in different countries. The purpose of this paper is to understand how the involvement of multiple service providers affects the management of the globally distributed information systems development projects. As research on this topic is scarce, we applied an exploratory in-depth single-case study design as research approach. The case we analyzed comprises a global software development outsourcing project initiated by a German bank together with several globally distributed vendors. For data collection and data analysis we have adopted techniques suggested by the grounded theory method. Whereas the extant literature points out the increased management overhead associated with multi-sourcing, the analysis of our case suggests that the required effort for managing global outsourcing projects with multiple vendors depends among other things on the maturation level of the cooperation within the vendor portfolio. Furthermore, our data indicate that this interplay maturity is positively impacted through knowledge about the client that has been derived based on already existing client-vendor relationships. The paper concludes by offering theoretical and practical implications."],["dc.identifier.doi","10.1007/978-3-642-15417-1_5"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/62866"],["dc.language.iso","en"],["dc.publisher","Global Sourcing 2010"],["dc.publisher.place","Berlin, Heidelberg"],["dc.relation.conference","4th Global Sourcing Workshop 2010"],["dc.relation.crisseries","Lecture Notes in Business Information Processing"],["dc.relation.eisbn","978-3-642-15417-1"],["dc.relation.eissn","1865-1356"],["dc.relation.eventend","2010-03-25"],["dc.relation.eventlocation","Zermatt, Switzerland"],["dc.relation.eventstart","2010-03-22"],["dc.relation.isbn","978-3-642-15416-4"],["dc.relation.ispartof","Global Sourcing of Information Technology and Business Processes"],["dc.relation.ispartofseries","Lecture Notes in Business Information Processing;"],["dc.relation.issn","1865-1348"],["dc.title","Management of Globally Distributed Software Development Projects in Multiple-Vendor Constellations"],["dc.type","conference_paper"],["dc.type.internalPublication","no"],["dspace.entity.type","Publication"]]