Access the full text.
Sign up today, get DeepDyve free for 14 days.
A. Ven, A. Delbecq, R. Koenig (1976)
Determinants of Coordination Modes within OrganizationsAmerican Sociological Review, 41
D. Slepniov, B. Sørensen (2006)
Strategic Trajectories in the Offshoring and Offshore Outsourcing Process
C. Prahalad, G. Hamel (1990)
The core competence of the corporation’, Harvard Business Review, Vol. pp. ., 68
Mark Gottfredson, R. Puryear, Stephen Phillips (2005)
Strategic sourcing: from periphery to the core.Harvard business review, 83 2
Jeffrey Dyer, Harbir Singh (1998)
The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive AdvantageAcademy of Management Review, 23
Fredrik Nordin (2006)
Outsourcing services in turbulent contexts: Lessons from a multinational systems providerLeadership & Organization Development Journal, 27
I. Benbasat, D. Goldstein, Melissa Mead (1987)
The Case Research Strategy in Studies of Information SystemsMIS Q., 11
R. McIvor (2005)
The Outsourcing Process: Strategies for Evaluation and Management
James Thompson (1967)
Organizations in Action
H. Mintzberg, F. Westley
Decision making: it's not what you think
A. Woodside, E. Wilson (2003)
Case study research methods for theory buildingJournal of Business & Industrial Marketing, 18
K. Platts, D. Probert, LE Canez (2002)
Make vs. buy decisions: a process incorporating multi-attribute decision-makingInternational Journal of Production Economics, 77
Reine Wasner (1999)
The Outsourcing PRocess - Strategic and operational realities
H. Simon (1978)
Rational Decision Making in Business OrganizationsThe American Economic Review, 69
A. Kakabadse, N. Kakabadse (2003)
Outsourcing best practice: transformational and transactional considerationsKnowledge and Process Management, 10
M.E. Porter
Competitive Strategy
L. Willcocks, Sara Cullen (2003)
Intelligent It Outsourcing
S.C. Wheelwright, P.H. Hayes
Competing through manufacturing
A. Khalfan (2004)
Information security considerations in IS/IT outsourcing projects: a descriptive case study of two sectorsInt. J. Inf. Manag., 24
J. Quinn (1999)
STRATEGIC OUTSOURCING: LEVERAGING KNOWLEDGE CAPABILITIESSloan Management Review, 40
J. Barney (1991)
Firm Resources and Sustained Competitive AdvantageJournal of Management, 17
Jesper Momme (2002)
Framework for outsourcing manufacturing: strategic and operational implicationsComput. Ind., 49
G. Huber (1991)
Organizational Learning: The Contributing Processes and the LiteraturesOrganization Science, 2
R. Yin (1984)
Case Study Research: Design and Methods
R. Miles, C. Snow, A. Meyer, H. Coleman (1978)
Organizational strategy, structure, and process.Academy of management review. Academy of Management, 3 3
P. Jagersma, D. Gorp (2007)
Redefining the paradigm of global competition: offshoring of service firmsBusiness Strategy Series, 8
C. Prahalad, G. Hamel (1990)
The Core Competence of the CorporationHarvard Business Review, 68
Kyle Mayer, Nicholas Argyres (2004)
Learning to Contract: Evidence from the Personal Computer IndustryOrgan. Sci., 15
K. Eisenhardt (1989)
Building theories from case study researchSTUDI ORGANIZZATIVI
O. Williamson (1975)
Markets and Hierarchies
I. Benn, J. Pearcy
Strategic Outsourcing: Exploring the Skills of Third Parties
J. Johanson, J. Vahlne (1977)
The Internationalization Process of the Firm—A Model of Knowledge Development and Increasing Foreign Market CommitmentsJournal of International Business Studies, 8
J. Pyndt, T. Pedersen
Managing Global Offshoring Strategies
J. Heywood (2001)
The Outsourcing Dilemma: The Search for Competitiveness
Yongjiang Shi (2003)
Internationalisation and evolution of manufacturing systems: classic process models, new industrial issues and academic challengesIntegrated Manufacturing Systems, 14
S. Cullen, L.P. Willcocks
Intelligent IT Outsourcing: Eight Building Blocks to Success
Mark Gottfredson, R. Puryear, Stephen Phillips (2005)
Best practice: Strategic sourcing: From periphery to the coreHarvard Business Review, 83
R. Stacey (1999)
Strategic Management and Organisational Dynamics: The Challenge of Complexity
Purpose – This paper is concerned with the realisation process of offshore outsourcing activities. The authors seek to understand the dynamic effects facing companies launching offshore outsourcing initiatives and to identify different types of mitigating efforts, which companies instigate to deal with these. Design/methodology/approach – Two exploratory case studies are developed based on interviews, documents, and site visits. Findings – The paper builds an understanding of patterns emerging from offshore outsourcing paths developments and discusses their organisational implications. It is proposed that the decision to dispatch standardised production tasks to parties overseas has implications over and beyond the initial intentions, which challenge the strategic scope and operationalisation of inter‐unit roles and responsibilities. Practical implications – The paper suggests that the process, and particularly the mitigation‐oriented agency that take place as the process unfolds throughout the company, deserves a more significant space in future research of how companies learn to deal with outsourcing relationships. From this key lessons for practitioners are outlined, which prompt managers to work with the emerging realities of outsourcing relationships. Originality/value – The study of the offshore outsourcing process is based on two in‐depth case studies providing rich illustrations of the process dynamics and how companies may start to work with these.
Strategic Outsourcing An International Journal – Emerald Publishing
Published: Feb 22, 2008
Keywords: Outsourcing; Organizational structures; Denmark
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.