Abstract
Project sponsorship is assumed to be critical to the success of information systems development and implementation. However, there is limited research on the effect of vendor-based sponsorship on the management of information technology (IT) projects. This paper contributes to that emerging body of evidence. Drawing on literature on psychological contract, management control and project sponsorship, the authors propose that vendor-based sponsors influence project performance in two main ways. One is to protect project quality by renegotiating contract with the client; and the other is to resource the project. Based on a survey of senior managers in IT services vendor organisations, it reports that project sponsorship improves the quality, but not the cost or timeliness, of vendor delivery of IT projects. The findings suggest that IT services vendors can improve their project delivery capability by appointing project sponsors.
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