ABSTRACT

Purpose

The study investigates how different constellations of agile and plan-driven project management methods used by in- and out-suppliers, out-supplier reputation, and satisfaction with the in-supplier affect intentions to choose the out-supplier for a new professional service, and whether these effects are mediated by perceived switching costs.

Methodology

This is a survey-based study with 971 participants in Switzerland using scenarios about a new digital business solution. The data were analyzed using path analysis and analysis of variance.

Findings

The intention to choose the out-supplier is highest when the out-supplier uses agile methods while the in-supplier uses plan-driven methods. Higher out-supplier reputation leads to lower perceived switching costs and higher intentions to choose the out-supplier. Higher satisfaction with the in-supplier leads to higher perceived switching costs and lower intentions to choose the out-supplier.

Research implications

The results extend previous research by showing that the constellation of project management methods has stronger effects on perceived switching costs and intentions to choose the out-supplier than have out-supplier reputation and satisfaction with the in-supplier. While perceived switching costs depend more strongly on out-supplier reputation, intentions to choose the out-supplier depend more strongly on satisfaction with the in-supplier.

Practical implications

Out-suppliers can increase their acquisition rate by using agile methods when competing with an in-supplier using a plan-driven approach. Out-suppliers should proactively communicate the benefits of agile approaches in the business initiation stage, invest in proactive reputation management, and carefully analyze the existing business relationship between the target customer and the in-supplier. If the target customer is satisfied with the in-supplier using an agile approach, it is less likely that the out-supplier will successfully outcompete them.

Originality

This study is the first to examine the effects of different constellations of project management methods in addition to out-supplier reputation and satisfaction with the in-supplier on perceived procedural switching costs and the intention to choose the out-supplier.

中文翻译：

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获取专业服务客户：敏捷项目方法是否增加了选择外包供应商的意愿？

摘要

目的

该研究调查了内部和外部供应商使用的敏捷和计划驱动的项目管理方法、外部供应商声誉和对内部供应商的满意度如何影响为新的专业服务选择外部供应商的意图，以及这些影响是否由感知转换成本调节。

方法

这是一项基于调查的研究，瑞士有 971 名参与者使用有关新数字业务解决方案的场景。使用路径分析和方差分析对数据进行分析。

发现

当外部供应商使用敏捷方法而内部供应商使用计划驱动方法时，选择外部供应商的意愿最高。较高的外部供应商声誉导致较低的感知转换成本和更高的选择外部供应商的意愿。对内部供应商的更高满意度会导致更高的转换成本和更低的选择外部供应商的意愿。

研究意义

结果扩展了先前的研究，表明项目管理方法群对感知转换成本和选择外部供应商的意图的影响要强于外部供应商的声誉和对内部供应商的满意度。虽然感知转换成本更强烈地取决于外部供应商的声誉，但选择外部供应商的意图更强烈地取决于对内部供应商的满意度。

实际影响

在使用计划驱动的方法与内部供应商竞争时，外部供应商可以通过使用敏捷方法来提高他们的获取率。外部供应商应在业务启动阶段主动传达敏捷方法的好处，投资于主动声誉管理，并仔细分析目标客户与内部供应商之间的现有业务关系。如果目标客户对使用敏捷方法的内部供应商感到满意，那么外部供应商就不太可能在竞争中胜过他们。

独创性

本研究首次检验了不同项目管理方法的影响，以及供应商外部声誉和对供应商内部供应商的满意度对感知的程序转换成本和选择外部供应商的意愿的影响。