Management Control of Support Services: Organizational Embeddedness and Non-Strategic IT

Abstract

This chapter provides evidence on the factors that influence the design of the control arrangements that govern support services. Specifically, we study sourcing decisions of non-strategic information technology (IT) support services. While the popular management literature suggests to outsource non-strategic activities, in practice organizations perform these services (partly) in-house. Based on transaction cost economics (TCE), we hypothesize that control structure choices depend on asset specificity, uncertainty and frequency. Using survey data on IT sourcing decisions from 89 firms in the construction industry, we find support for most of our hypotheses. Our results indicate that asset specificity deriving from the degree of organizational embeddedness of the IT function negatively affects firms’ propensity to outsource their non-core IT support, and that (behavioural) uncertainty intensifies this negative effect. As expected, we also find that frequency has a negative direct effect on the willingness to outsource IT services provision. However, we find no support for the hypothesized interaction between asset specificity and frequency. Overall, our study indicates that the organization's choice to outsource non-strategic support services depends on the organizational role of these services, rather than on their technological characteristics.

Citation

La Lau, E., van der Laan, M.A., Kruis, A.-M. and Speklé, R.F. (2012), "Management Control of Support Services: Organizational Embeddedness and Non-Strategic IT", Epstein, M.J. and Lee, J.Y. (Ed.) Advances in Management Accounting (Advances in Management Accounting, Vol. 20), Emerald Group Publishing Limited, Leeds, pp. 241-265. https://doi.org/10.1108/S1474-7871(2012)0000020016