The demand for information technology outsourcing (ITO) providing large-scale professional services has developed into a mature and essential industry for many organizations. Against this backdrop, managing the internal workplace relationship and organizational commitment levels between the vendor firm providing critical ITO services and the vendor’s employees performing the work for the external client is a significant emerging challenge for all involved parties. Contracts in various formats and structures (transactional or psychological) are often applied as a universal tool to govern the complex ITO relationship. However, the formal or transactional contract may not be enough to ensure employee commitment to position the ITO relationship for success. This paper investigates the impact that the psychological contract has on organizational commitment across different matching patterns between the outsourcing vendor and the vendor's employees. Building upon empirical findings and theoretical perspectives of a systematic grounded theory-based literature review, business observations, and best practices, we develop a theoretical framework that categorizes the matching patterns of the vendor-employee psychological contract into four types: Vendor Dominant, Employee Dominant, Mutual Relational, and Mutual Transactional. Our findings from an analysis of 562 survey participants demonstrate that the employee's relational psychological contract has a higher positive influence on organizational commitment than the employee's transactional psychological contract in both matching and mismatching situations. The implications and future research avenues of study are discussed.

对提供大规模专业服务的信息技术外包（ITO）的需求已发展成为许多组织的成熟且必不可少的行业。在此背景下，管理提供关键 ITO 服务的供应商公司与为外部客户执行工作的供应商员工之间的内部工作场所关系和组织承诺水平对于所有相关方来说都是一个重大的新兴挑战。各种格式和结构（交易或心理）的合同通常被用作管理复杂的 ITO 关系的通用工具。然而，正式或交易合同可能不足以确保员工致力于成功建立 ITO 关系。本文研究了心理契约对外包供应商和供应商员工之间不同匹配模式的组织承诺的影响。基于系统性、扎根理论的文献综述、业务观察和最佳实践的实证研究结果和理论视角，我们开发了一个理论框架，将供应商-员工心理契约的匹配模式分为四种类型：供应商主导型、员工主导型、相互关系、相互交易。我们对 562 名调查参与者的分析结果表明，在匹配和不匹配的情况下，员工的关系心理契约对组织承诺的积极影响高于员工的交易心理契约。讨论了研究的意义和未来的研究途径。