Global Outsourcing and Offshoring: An Integrated Approach to Theory and Corporate Strategy | by Farok J. Contractor, Vikas Kumar, Sumit K. Kundu and Torben Pedersen (eds) | 2011 | ISBN: 9780521193535. Business Outsourcing Management Books.
Tuesday, May 31st, 2011Global Outsourcing and Offshoring: An Integrated Approach to Theory and Corporate Strategy
by Farok J. Contractor, Vikas Kumar, Sumit K. Kundu and Torben Pedersen (eds)
2011 (494 pages)
ISBN:9780521193535
Integrating academic theories from diverse fields, including Economics, Strategy, and Industrial Organization, this book considers which activities or functions should be outsourced, and in which nation a particular function or operation is best performed.
Global Outsourcing and Offshoring—An Integrated Approach to Theory and Corporate Strategy
Preface – The Reconfiguration of the World Economy
Overview
Note
Part I – Conceptual Frameworks and Theories
Chapter 1 – Global Outsourcing and Offshoring—In Search of the Optimal Configuration for a Company
Introduction
The Spatial and Organizational Fragmentation of Economic Activity
The Driving and Constraining Factors
Will High-Value or Core Functions also be Outsourced and Offshored?
Causal Factors Promoting the Outsourcing/Offshoring of High-Value or Core Functions
Strategic Decision-Making Steps for the Optimal Allocation of the Economic Activity of the Firm (Applies to Both Outsourcing and Offshoring)
Inhibiting Factors (or Why Jobs Still Exist in Europe, the Us and Japan)
Cooperation: Neither in-House Nor Contractually Distant
The Strategic Objectives of Alliances
Which is More Important — Alliance Structure or Process?
The Drawbacks of Entangling Alliances
Alliances are Now a Permanent Feature of Business
Concluding Remarks: The Evolution of Economic Organization from the Paleolithic to the Globalization Era
Notes
References
Chapter 2 – Globalization of R&D—Offshoring Innovative Activity to Emerging Economies
Introduction
Global Corporate R&D
A Macro-Look at the Present State of R&D in the US
Ongoing Silicon Valley Firm Survey
The View from the Other Side: Management and Organization of R&D in Emerging Economies
Conclusion
Notes
References
Chapter 3 – A Theory of the Outsourcing Firm
Introduction
Three Outsourcing Paradoxes
Strategic Implications of Outsourcing
Managerial Implications of Outsourcing
Conclusions
References
Part II – The Offshoring and Outsourcing of R&D and Innovative Activities
Chapter 4 – Blurring Firm R&D Boundaries—Integrating Transaction Costs and Knowledge-Based Perspectives
Introduction
Firm Boundary Decisions in the R&D Process
The Role of Labor Costs in Governance Choices within the R&D Process
Discussion and Conclusion
Notes
References
Chapter 5 – Outsourcing, Fragmentation, and Integration—The Pharmaceutical Industry
Introduction
Outsourcing, Offshoring, and Restructuring Pressures in the Pharmaceutical Industry
Outsourcing and Offshoring Clinical Trials (Drug Development)
Outsourcing and Offshoring Drug-Discovery Research
Conclusion
Notes
References
Chapter 6 – Towards a Better Understanding of Multinational Enterprises’ R&D Location Choices
Introduction
International Location of Corporate R&D: Trends and Motives
Location Strategies of MNEs
Research Methodology
Findings
Conclusion
References
Chapter 7 – Does R&D Offshoring Displace or Strengthen Knowledge Production at Home? Evidence from OECD Countries
Introduction
Theoretical Framework and Hypotheses
Empirical Analysis
Results
Concluding Discussion and Future Research Agenda
Notes
References
Chapter 8 – Innovation Across Tech-Firms’ Boundaries—A Knowledge-Based View
Introduction
Towards a New Innovation Paradigm for Sustainable Competitive Advantage
The New Innovation Framework for Outsourcing
The Extended Enterprise (EE) as an Emergent Governance Structure
Conclusion
References
Chapter 9 – Suitable Organization Forms for Knowledge Management at Various R&D Functions in Decentralized and Cooperative R&d Networks
Introduction
Main Tasks of Knowledge Management Activities
Critical Factors for the Success of Decentralized and Cooperative R&D Networks
A Fuzzy ANP Model Considering Confidence Level and Risk Index
Selection of Suitable Organization Forms for KM at Different R&D Functions
Conclusion
References
Part III – Management Issues in Offshoring and Virtual Teamwork
Chapter 10 – Changing Work Practices—acceptance of Virtual Work Among Knowledge Professionals Engaged in Offshoring Activities
Introduction
Methodology
Evidence from the Field
Discussion
Conclusion
Note
References
Chapter 11 – Managing Globally Disaggregated Teams—The Role of Organizational Politics
Introduction
Knowledge Processes and Organizational Politics in Distributed Teams
Incorporating Organizational Politics into Knowledge Management
Empirical and Methodological Considerations
Future Research Directions
Note
References
Part IV – Empirical Analyses and Case Studies of Outsourcing and Offshoring
Chapter 12 – Offshoring of High-Value Functions—A Case Study of US—India Trade in Medical Transcription Services
Introduction
The Degree of Offshoring in an Industry from a Developed Economy to a Developing Economy
A Case Study of US—India Trade in Medical Transcription Services
Discussion, Conclusion, and Implications
Notes
References
Chapter 13 – Offshoring of IT and Business, Professional, and Technical Services—The Recent Experience of the United States
Introduction
Description of the Data
Results
Limitations and Future Directions
Conclusions and Implications
References
Chapter 14 – Outsourcing Human Resource Activities
Introduction
Research Design
Limitations
Conclusions and Implications for Managers
Note
References
Chapter 15 – Managing Core Outsourcing to Address Fast Market Growth—A Case Study of an Indian Mobile Telecom Service Provider
Introduction
The Subject Firm
Industry Context
Methodology
Findings
Notes
References
Chapter 16 – Imitative Offshoring Strategies—Lessons Learnt from the Italian Small Domestic Appliance Industry
Introduction
Offshoring of Production and Small Domestic Appliance Industry Transformation
Why Do Firms Localize Value-Chain Activities Internationally?
Vertical Disintegration of the Value Chain and its Impact on High-Value Activities
Conclusions
References
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