Date of Conferral
Doctor of Business Administration (D.B.A.)
Information Systems and Technology
Information Technology project managers have found that collective turnover of consultants lowers code quality, increases knowledge loss and negatively impacts team performance. Within the last decade, companies have begun to see that offshore consultants have a turnover rate greater than 26%, more than double the rates for the rest of the IT consulting industry. Collective turnover also puts additional pressure on the project team, causing work exhaustion and thus additional turnover. The purpose of this single case study was to explore strategies that 6 successful project managers utilized to limit and reduce the impact of collective turnover of their hybrid sourced project teams. Participants were selected through purposeful sampling, based on career experiences and history of successful project execution. Data collection was completed through semi structured face to face interviews, acquisition of company documents including knowledge transfer plans, onboarding documents and turnover statistics. Data were analyzed using coding and key word analysis. Three themes emerged from data collection on the impact collective turnover has on hybrid sourced project teams. First, collective turnover of consultants decreased team performance. Second, improving global team dynamics reduced the negative impact of collective turnover. Last using knowledge transfer tools and project documentation practices reduced the negative impact of collective turnover. This research may contribute to effectively social change by providing managers information and techniques to improve global team dynamics and remove cultural barriers from the workplace.