Leaving your IS-supplier: A case study within SME and family business context

Abstract

This thesis investigates the termination process of information system (IS) outsourcing partnerships within small and medium enterprises (SMEs). Through an exploratory single case study involving interviews with key stakeholders from two partnering SMEs, it examines the signals preceding partnership termination. The results indicate that the partnership's foundation in personal relationships, events preceding termination, and the absence of boundary spanners significantly influence communication effectiveness. It highlights that different organisational tiers employ distinct dissolution communication strategies, with direct communication being more effective, particularly in the absence of boundary spanners. Moreover, it emphasises how severed personal
connections can erode interorganisational trust, particularly impacting family businesses. This research contributes to understanding IS outsourcing partnership terminations by examining the roles of strategic motives, collaboration structure, and partnership performance. It underscores the
importance of effective communication strategies and the impact of trust within the signalling environment, especially in family businesses. Recommendations for further research include examining the impact of boundary spanners, institutionalising trust, balancing personal and professional needs in family businesses, and addressing mismatched expectations between
customers and suppliers. Practical recommendations include aligning strategic goals, using direct communication for critical issues, building trust through organisational processes, ensuring continuity of boundary spanners, and managing the influence of personal relationships in family business decisions.

Date of Award	20 Jun 2024
Original language	English
Supervisor	Pieter Kamminga (Examiner) & Ben Roelens (Co-assessor)