Document Type



Doctor of Philosophy


Business Administration

Date of Defense


Graduate Advisor

Dr. Mary Lacity


Dinesh Mirchandani


Dr Fred Niederman

Dr Joseph Rottman


Despite the phenomenal growth projected for the Indian information technology (IT) industry, one of the biggest challenges it faces is the high rate of turnover in offshore Indian-based supplier firms (Everest Research Group 2011). In this dissertation, we explored the following determinants of turnover intentions—social norms job attributes, job satisfaction, organizational alternatives, first order supervisory justice dimensions (distributive, procedural, interpersonal and informational justice) and second-order organizational justice measured by the first order justice dimensions. The research design was longitudinal to assess turnover behavior and its relationship with turnover intentions. Telephonic interviews were conducted with 75 Indian IS professionals based in India. Ten months later the respondents were contacted again to determine their actual turnover behavior. Data was quantitatively analyzed using PLS graph. Qualitative analysis using content analysis was also performed to gain deeper insights. Seven out of the 11 hypothesized relationships were supported. Three out of 4 dimensions of justice were found to be significantly and negatively related to turnover intentions- distributive, procedural and informational justice. Also, the second-order latent construct of overall organizational justice was found to be negatively related to turnover intentions. The hypothesized relationships between social norms and turnover intentions and between organizational alternatives and turnover intentions were not supported. Job attributes for tasks not involving client interaction (programming, testing and project management tasks) was found to be negatively related to job satisfaction. Finally, turnover intentions was found to positively relate to turnover behavior. We made important contributions to the literature of turnover by being one of the few studies actually measuring turnover behavior. Also, we addressed a gap in the literature of IS turnover of studying IS populations across different nations. We contributed to theory by testing a model of turnover that had new constructs not tested before, like overall organizational justice (second-order) and supervisory focused four first-order justice dimensions, and social norms. For future research, revised model of turnover relevant for Indian IS professionals is proposed-this involved adding new constructs like work life balance, stress, organizational satisfaction and removing constructs that did not find support in Indian contexts like organizational alternatives and social norms.

OCLC Number


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Business Commons