Mitigating the Impact of Member Turnover in Information Systems Development Projects

IT Project Member Turnover and Outsourcing Relationship Success: An Inverted-U Effect

“…Consistent with prior research, the inverted U-shape is described through one linear and one quadratic turnover term. If an inverted U-shape represents the underlying relationship adequately, the linear turnover term should take a positive sign and the quadratic term should be negative [22,45]. Hypotheses 2 states that the effect of turnover on the achieved revenue with the customer is moderated by the number of prior projects.…”

The Impact of Virtual Team Consistency on Individual Performance and Perceptual Outcomes Over Time

“…A major impact from turnover and the ensuing inconsistency in team membership is the loss of human and social capital which with ensuing effects on relational development, individual interactions, and behaviors that support the healthy exchange of ideas [3,5,7]. Two theoretical perspectives provide the basis for this research, human capital theory and social capital theory.…”

“…These different perspectives have been shown to lead to different approaches to conflict management [20] and perceptions about the appropriate use of technology [21]. As a result we expect that teams with no team member turnover or higher consistency should have greater human and social capital resulting in better interaction (conflict management) processes, and higher perceptions regarding the fit of the technology to their task [7]. As a result, teams with better interaction processes and similar perceptions of technology use should ultimately experience higher performance across different work cases.…”

“…The ongoing change in membership will diminish the ability of team members to learn and apply interaction norms, resulting in a state of constant relearning. This relearning interferes with ongoing virtual team activities, resulting in lower levels of controlled communication, higher levels of conflict (as rules are worked out), divergence in perceptions of communication tools, and ultimately poor performance [6,7,22]. With continuing changes in membership, virtual teams will be in a state of flux, with unlikely gains in performance or perceptions across different work cases.…”

Who Can Assess HR Performance in IT/IS Projects: A Review

“…The turnover of human resources involved in IT/IS projects may represent a loss of valuable knowledge and organizational experience, accumulated over the years, with direct and immediate implications in projects where such resources are involved. This fact also implies the appearance of new costs associated with the recruitment and training of replacement personnel, probably delaying the completion of projects [9]. The successful implementation of the evaluation processes requires the commitment, the involvement and the active participation of all stakeholders, implying a process of communication, openness, and orientation to improvement, being necessary that all stakeholders receive continuous feedback about their performance [10].…”