Organizational knowledge is one of the most important assets of an enterprise. Therefore, many organizations invest in enterprise social media (ESM) to establish electronic networks of practice and to foster knowledge exchange among employees. ESM improves interaction transparency and can be regarded as a sociotechnical system that provides a language for communication and symbolic action as well as a better sense of others’ social identity. Accordingly, the individual characteristics of knowledge seekers and contributors determine why and how interactions occur. However, existing studies tend to focus only on knowledge contributors’ characteristics and to treat knowledge as an object that needs to be transferred. To address this gap, this study conceptualizes and empirically tests a multilevel model of knowledge exchange in electronic networks of practice (ENoP) that includes the characteristics of knowledge seekers and knowledge contributors as well as their dyadic relationship from an activity-centered language/action point of view. A dataset of 15,505 enterprise microblogging messages reveals that knowledge seekers’ characteristics and relational factors drive knowledge exchanges in social media-enabled ENoP. Focusing on organizations with knowledge exchanges supported by information technology, our research extends prior findings by providing the first evidence that the communicative act expressed by question–answer pairs impacts the quality of knowledge exchanged.
While much is known about selecting different types of control that can be exercised in information systems development projects, the control dynamics associated with ISD offshoring projects represent an important gap in our understanding. In this paper, we develop a substantive grounded theory of control balancing that addresses this theoretical gap. Based on a longitudinal case study of an ISD offshoring project in the financial services industry, we introduce a three-dimensional control configuration category that emerged from our data, suggesting that control type is only one dimension on which control configuration decisions need to be made. The other two dimensions that we identified are control degree (tight versus relaxed) and control style (unilateral versus bilateral). Furthermore, we illustrate that control execution during the life cycle of an ISD offshoring project is highly intertwined with the development of client-vendor shared understanding and that each influences the other. Based on these findings, we develop an integrative process model that explains how offshoring project managers make adjustments to the control configuration periodically to allow the ISD offshoring project and relationship to progress, yielding the iterative use of different three-dimensional control configurations that we conceptualize in the paper. Our process model of control balancing may trigger new ways of looking at control phenomena in temporary interfirm organizations such as client-vendor ISD offshoring projects. Implications for research on organizational control and ISD offshoring are discussed. In addition, guidelines for ISD offshoring practitioners are presented.