A B S T R A C T
IT multi-sourcing refers to the managed delegation of IT projects and services to multiple
vendors. While companies increasingly engage in multi-sourcing arrangements, theoretical
insights into this important phenomenon are scarce. Drawing on the coopetition and
multi-sourcing literatures, we introduce the concept of forced coopetition (i.e., the
situation where a third party forces competitors to cooperate) to describe the vendor
relationships in IT multi-sourcing models. As an illustration, we present the case of a global
sports company that recently introduced a novel IT multi-sourcing model, which is
characterized by high levels of both vendor competition and cooperation, i.e., high levels
of forced coopetition. Based on a longitudinal case study, we discuss the factors that
enabled the client firm to (1) foster vendor competition and cooperation as well as (2)
manage the delicate balance between the two. Specifically, we find that vendor number
and size, vendor onboarding, vendor business growth, and vendor learning played a critical
role in the successful implementation of the multi-sourcing model. The study’s main
contributions lie in providing a deeper understanding of how client firms can manage
the delicate balance between vendor competition and cooperation in IT multi-sourcing,
as well as expanding the theoretical basis of traditional coopetition to include situations
.of forced coopetition. 2014 Elsevier B.V. All rights reserved
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کد محصول : شماره 64
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