Global IT
Outsourcing, Software Development Across
Borders
by Sundeep Sahay, Brian
Nicholson and S. Krishna
Cambridge University Press, Cambridge,
2003
282 pp. Trade, $60.00
ISBN: 0-521-81604-1.
Reviewed by Stefaan Van Ryssen
Hogeschool Gent
Jan Delvinlaan 115, 9000 Gent, Belgium
stefaan.vanryssen@pandora.be
Global Software Alliances (GSAs) are partnerships
between software houses in the developed
world, on the one hand, and software companies
in the developing world, on the other
hand. In recent years, Indian, Russian,
Israeli and Chinese companies have rapidly
expanded their exports of IT services
through these GSAs, and many developers
in the UK, USA, Japan, and other traditionally
leading countries in the software business
feel threatened by this relocation of
labour across the globe. An analysis of
the trends in Global Software Work (GSW)
and the rise of the GSAs is certainly
due. Managers want to learn from the experiences
of others; pioneers and early adopters
in the practice of GSW and policy makers
in the developed countries want to alleviate
the fear of loss of IT jobs; and strategists
and analysts want to have a preview of
the future and get some answers to frequently
asked questions by their customers: Is
this another bubble? Is this a real threat
or rather an opportunity at the corporate
level, and how will it affect markets
and company results worldwide?
The authors have chosen to take a twofold
approach. First, they supply the reader
with a clear and concise framework for
understanding globalisation, in general,
and GSW, in particular, briefly discussing
different theories of globalization and
introducing useful concepts for describing
the processes involved along the way.
Next, they describe and analyse in considerable
depth six cases of global software alliances,
using each case to illustrate those concepts.
In this way, they use GSA's both as 'models
of' and 'models for' globalization, dialectically
linking the abstract to the particular
and the specific to the general. This
dual approach leads to syntheses of theoretical
and managerial implications, based upon
inter-case comparisons of various theoretical
and managerial issues.
For most people who are at least superficially
acquainted with the literature on globalization,
most of the themes will not come as a
surprise. But the most attractive feature
of this study is the way most of these
themes can be seen arising in the dealings
of a single Canadian software company,
GlobTel, with four Indian companies. The
processes of standardization and knowledge
transfer and the (re)definition of identity,
space, and place are well known from the
work of Castells, Giddens and a wide range
of authors on knowledge management, and
we can see them at work through the eyes
of the people who have to deal with them
on a day-to-day managerial level. The
ideas literally come to life as the analysis
progresses. Management itself, of course,
is a problematic activity in a GSA, even
if it is less thoroughly discussed in
sociological theories of globalization.
So the analysis of power and control in
GSW through the example of Gowing-Eron
is a very important addition to existing
theories. Moreover, international collaboration
poses practical problems of an entirely
different nature. Horizontal relationships
between workers in different places across
the globe are not necessarily mechanical
and stripped of personal aspects. So,
the cultural aspect comes into play, as
well, a field of tension that the authors
chose to explore through the example of
Indian-Japanese collaboration.
This book will not only be of interest
to the sociologist and the manager but
also to anyone who wants to get a clear
picture of what globalization actually
means and who wants to go beyond the slogans
and clichés of the heated debate
that is held in the streets and in the
plush chairs of countless conferences.