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Please use this identifier to cite or link to this item: https://ptsldigital.ukm.my/jspui/handle/123456789/579197
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dc.contributor.authorNg Siew Imm (UPM)
dc.contributor.authorMurali Sambasivan
dc.contributor.authorSujata Perumal
dc.date.accessioned2023-11-06T03:17:14Z-
dc.date.available2023-11-06T03:17:14Z-
dc.date.issued2016-11
dc.identifier.issn0128-7702
dc.identifier.otherukmvital:116519
dc.identifier.urihttps://ptsldigital.ukm.my/jspui/handle/123456789/579197-
dc.descriptionThis article examines a variant of IT outsourcing. Specifically, it studies total outsourcing, which includes outsourcing IT personnel within a short-term contract between the client and vendor organisations. This study is based on outsourcing of IT activities and personnel from a Dutch oil company to American and German IT companies. Our study addresses two important issues: (1) the changes in formal structure, authority, and company’s strategies experienced by the personnel due to outsourcing and (2) how this type of outsourcing contributes to changes in the employees’ job satisfaction levels. Hofstede’s cultural theory was used as theoretical basis for hypothesis development.
dc.language.isoen
dc.publisherUniversiti Putra Malaysia Press
dc.relation.haspartPertanika Journals
dc.relation.urihttp://www.pertanika.upm.edu.my/view_archives.php?journal=JSSH-24-S-11
dc.rightsUKM
dc.subjectTotal IT outsourcing
dc.subjectShort-term contract
dc.subjectIT personnel
dc.subjectOrganisational changes
dc.subjectJob satisfaction
dc.titleCultural changes in total it outsourcing: Dutch-American and Dutch-German
dc.typeJournal Article
dc.format.volume24
dc.format.pages193-210
dc.format.issueSpecial Issue
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