Many organizations outsource IT services, such as software development and maintenance, to external service providers in Switzerland and remote countries such as India. They hope for cost savings and flexbility, but often face extra costs and inertia. Research suggests that these problems are due to the service providers' lack of client-specific knowledge. To mitigate these gaps, many projects make significant efforts to transfer knowledge from the client to the vendor at the outset of projects -- often with mixed success.
In this research project we investigate how to effectively design and control knowledge transfer in outsourcing projects. We examine how Indian vendor engineers learn to develop and maintain complex software and how client managers can control this process.
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