Abstract

Despite the increasing attention to global IS work, there is limited understanding of why and how global IS development projects succeed or fail. Based on the literature on IS success and global teams, we develop a conceptual framework for global IS development project success. We also conducted interviews with nine global IS project managers to validate this framework through a qualitative attribution analysis to identify common themes and patterns of the interview results. Global project managers identified time separation, cultural differences and geographic distance as the most significant barriers to project success. Organizations implemented various communication mechanisms, task programming, and project control methods to mitigate global risks, leading to project success.

Talk to us

Join us for a 30 min session where you can share your feedback and ask us any queries you have

Schedule a call

Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.