The purpose of the qualitative phenomenological research project was to explore the lived experiences of leaders directly involved with outsourcing and offshoring technology work. The problem was a lack of understanding of the complexities involved with outsourcing and offshoring work to third party entities. A literature review of historical information spanned three areas: a description of existing leadership theories, a discussion on the tangible assets of outsourcing technology work, and an investigation of the intangible assets of externalization regarding informed decision-making abilities for long-term corporate growth. The literature review indicated a gap in current knowledge of the intangible assets including unmeasurable quality, security, homeland security, privacy, trade secrets, and future supportability in relation to corporate brand image. The chasm in existing data supported the need for additional research consisting of 17 semistructured interviews with technology leaders. The transcribed and analyzed data elicited several emerging themes. The participants indicated substantial gaps existed with internal controls mechanisms, resulting in poorly managed closed-loop feedback systems. The lack of personal recognition and interaction in strategic decision making created a substantial lack of self-esteem for technology leaders. The participants illustrated a consensual agreement on the reliance on legal departments. Several participants expressed a distinct lack of knowledge regarding corporate policies on outsourcing and offshoring technology work. An unexpected theme of fear emerged from the interview process, with participants expressing personal and professional concerns over outsourcing and offshoring decisions.
展开▼
