Does Distance Hinder Coordination? Identifying and Bridging Boundaries of Offshored Work

Published on Dec 1, 2013in Journal of International Management2.83
· DOI :10.1016/j.intman.2013.04.001
Federica Ceci7
Estimated H-index: 7
Andrea Prencipe25
Estimated H-index: 25
(Libera Università Internazionale degli Studi Sociali Guido Carli)
We submit that offshoring research focused mostly about an empirical phenomenon and extending our understanding about it, rather than expanding our understanding of the underlying theory as illuminated by empirical evidence. To theoretically frame the implications of offshoring strategy and practice for organizational design, this paper centers on the interplay between coordination and geographical distance. Distance strains the traditional approaches to coordination – i.e. decomposability and communication – as it impacts on knowledge boundaries created by the decomposition scheme. This increases the inherent complexity of the international division and coordination of innovative labor and knowledge and calls for new organizational practices.
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Cited By34
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#1P. Villa (UPM: Technical University of Madrid)
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#2Phillip Christopher Nell (WU: Vienna University of Economics and Business)H-Index: 13
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#1Isabella Sauerberg (Technical University of Berlin)
#2D. zu Knyphausen-Aufses (Technical University of Berlin)H-Index: 10
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#1Lefa Teng (U of G: University of Guelph)H-Index: 3
#2Dan Huang (SJTU: Shanghai Jiao Tong University)H-Index: 3
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