چكيده به لاتين
One of the clauses which is considered in most outsourcing contracts is the existence of penalty clauses for suppliers so that the employees pay more attention to how things are done and less damage to the project process through underemployment or improper work. It seems that employees will pay attention to these principles if they are encouraged, because by offering fines, they may lose something such as salary deductions, dismissals, etc. in case of mistakes, but by offering rewards, they can do something to get more out of your salary. The purpose of this study was to investigate the impact of replacing the "reward clause" instead of the penalty on the success of the IT outsourcing contract, according to experts (academic and industrial) in Tehran.The statistical population of the present study includes the community of information technology experts including government and semi-government companies as well as professors and graduate students (PhD and master) in Tehran universities, whose number is equal to 6091 people and according to the number The statistical population was selected based on Cochran's formula and 361 people were randomly selected as the sample size. To achieve this amount, 400 questionnaires were distributed and 365 questionnaires were returned. A questionnaire was used to collect data. Experts and reliability were confirmed by Cronbach's alpha. In order to analyze the data, Pearson correlation coefficient and regression and SPSS 25 software were used.The results showed that the replacement of the "reward clause" instead of a penalty in the tendency to share tacit and explicit knowledge, in refining the processes of supply staff, in increasing the working conscience of supply staff, in a greater effort to fulfill obligations. Contract through vertical outsourcing management and influence the success of technology outsourcing contract.
