Abstract
IS Offshoring call center employees engaging with both the vendor and the client when performing outsourced IS services may develop dual identification with the vendor and the client. However, the antecedents and consequences of such dual identification, and the relationships between them are poorly understood. We draw on social and organizational identity theory to seek answers to the preceding concerns by analyzing survey data from employees working in offshore IT call centers located in China. This study reveals that employees' dual identification with both the vendor and the client does not diminish but instead promotes service performance. Through understanding the issue of dual identification and national identity in a unique offshoring context, this study enriches the IS offshoring literature and has important managerial implications for both vendors and clients who wish to successfully exploit the benefits of IS offshoring.
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