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Offshoring and the global distribution of work: Implications for task interdependence theory and practice

Published on May 1, 2009in Journal of International Business Studies 7.72
· DOI :10.1057/jibs.2008.77
Kuldeep Kumar22
Estimated H-index: 22
(FIU: Florida International University),
Paul C. van Fenema2
Estimated H-index: 2
(Tilburg University),
Mary Ann Von Glinow27
Estimated H-index: 27
(College of Business Administration)
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Abstract
A recent Offshoring Research Network (ORN) global survey of offshoring shows that since 2004 management concerns about operational issues on achieving the benefits of offshoring have increased significantly. In this paper we examine inter-task interdependence, a key operational determinant of inter-site interaction and communications in offshoring. We analyze existing theories of interdependence to examine the extent to which they provide guidance for understanding the interaction and communication requirements between work segments that are offshored and distributed across the globe. Using a series of mini-cases on globally distributed work (GDW), we show how the traditional typology of interdependence developed in the 1960s and 1970s is no longer adequate for understanding and managing task interdependencies in GDW. We propose three concepts to address this problem: integration interdependence, “hand-offs”, and information “stickiness”. We then show how our revised typology of interdependence enables a better understanding of the interactions and communication requirements between sites. Using this revised theory we propose guidelines for work design, and examine their implications for practical offshoring and work-distribution decisions. Implications for theory and practice for MNEs engaged in offshore relationships are discussed.
  • References (66)
  • Citations (132)
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References66
Newest
Published on Jan 1, 2010in Transportation Science 3.31
Marielle Christiansen30
Estimated H-index: 30
,
Geir Hasle14
Estimated H-index: 14
,
Arne Løkketangen22
Estimated H-index: 22
Published on Jan 1, 1993
Jon R. Katzenbach11
Estimated H-index: 11
The Fundamentals of Teams Managers think they know what teams are. Most understand that their organizations’ need for good teams may be growing in the face of increased change and its challenges. However, often they either don’t know what it takes to make a team function well or they don’t apply what they do know, even when it is accurate. To work well – to truly cohere – a team needs a “demanding performance challenge.” Teams often come into being to rise to a diffi cult challenge. However, as ...
Published on Sep 8, 2008in Journal of Teaching in Social Work
Anna Scheyett Msw3
Estimated H-index: 3
(UNC: University of North Carolina at Chapel Hill),
Mimi Kim Msw1
Estimated H-index: 1
(UNC: University of North Carolina at Chapel Hill)
Abstract To facilitate the recovery of people with mental illness (consumers of mental health services), social workers must be strengths-focused and believe in the potential for consumer growth and improvement. Unfortunately, social workers often share the negative, stigmatizing view of mental illness held by much of the general population. In this article, the authors describe a facilitated dialogue process between consumers and master's level social work students that had a goal of positively...
Published on Jan 1, 2006in MIT Sloan Management Review 2.20
Joseph W. Rottman15
Estimated H-index: 15
,
Mary C. Lacity45
Estimated H-index: 45
Global information technology networks can lower costs, increase quality, reduce response times and disperse risks. But agile IT networks require an immense amount of hands-on management, and micromanagement can significantly increase transaction costs and erode any potential savings. Much of the micromanagement is a result of the learning curve and the labor-intensive nature of managing budding relationships with new partners. The authors use data derived from interviews with clients and suppli...
Published on Jan 1, 2006in Harvard Business Review 5.69
Philip Kreindler1
Estimated H-index: 1
,
Gopal Rajguru1
Estimated H-index: 1
Published on Jan 1, 2005
Erran Carmel28
Estimated H-index: 28
(AU: American University),
Paul Tjia1
Estimated H-index: 1
Preface Part I. The Fundamentals: 1. The offshore landscape 2. Offshore economics and offshore risks 3. Beginning the offshore journey 4. The offshore country menu Part II. Managerial Competency: 5. Offshore strategy 6. Offshore legal issues 7. Managing the offshore transition 8. Overcoming distance and time 9. Dealing with cross-cultural issues Part III. Other Stakeholders: 10. Building software industries in developing nations 11. Marketing of offshore services - the provider perspective 12. O...
Published on Jan 1, 2005
Debra L. Shapiro40
Estimated H-index: 40
,
Mary Ann Von Glinow27
Estimated H-index: 27
,
Joseph L. C. Cheng14
Estimated H-index: 14
Part I: Culture and Intra-Group Dynamics. Part II: Technology and other External Influences. Part III: Leading and Managing Multinational Teams.
Published on Oct 1, 2004in Organization Science 3.26
Paul R. Carlile15
Estimated H-index: 15
(BU: Boston University)
The paper examines managing knowledge across boundaries in settings where innovation is desired. Innovation is a useful context because it allows us to explore the negative consequences of the path-dependent nature of knowledge. A framework is developed that describes three progressively complex boundaries--syntactic, semantic, and pragmatic--and three progressively complex processes--transfer, translation, and transformation. The framework is used to specify the practical and political mismatch...
Published on Oct 1, 2004in Academy of Management Review 10.63
Mary Ann Von Glinow27
Estimated H-index: 27
(FIU: Florida International University),
Debra L. Shapiro40
Estimated H-index: 40
(UMD: University of Maryland, College Park),
Jeanne M. Brett52
Estimated H-index: 52
(NU: Northwestern University)
We highlight linguistic-related challenges in multicultural teams that increase the likelihood of emotional conflict, and also highlight the difficulty of “finding words” in emotional situations because of the nonlinear, fragmented, image-driven qualities of these circumstances. As a result, we question whether team members embroiled in emotional conflict ought to be advised to talk (discuss their feelings with the goal of repairing frayed relationships), whether this meaning of talk is shared b...
Cited By132
Newest
Published on Nov 1, 2019in Journal of World Business 5.79
Randi Lunnan12
Estimated H-index: 12
(BI Norwegian Business School),
Sara L. McGaughey8
Estimated H-index: 8
(Griffith University)
Abstract We investigate how a brand-owning MNE can coordinate and safeguard exchanges in its international production network following a decline in formal authority and a shift in ‘hub firm’ status to another member of the network. Our empirical material is drawn from a case study of a Norwegian shipbuilder. We illuminate what mechanisms are used by a network orchestrator in a peripheral position with limited formal authority, when they are used, and by whom they are developed and deployed. Our...
Published on Apr 1, 2019in International Business Review 3.64
Lei Wang1
Estimated H-index: 1
(Donghua University),
Chun Zhang11
Estimated H-index: 11
(UVM: University of Vermont)
+ 0 AuthorsFuming Jiang2
Estimated H-index: 2
(Curtin University)
Abstract Drawing from transaction cost economics (TCE) and relational view (RV), we develop a contingency framework that matches governance mechanisms with different types of supplier transaction specific investments (TSIs) in cross-border outsourcing relationships. We further examine the three-way interaction effects between governance mechanisms, TSI types, and supplier roles in cross-border outsourcing relationships. Using data collected from 324 managers of local suppliers in China and 162 m...
Published on Mar 18, 2019in Journal of Organizational Behavior 5.00
Jie Wang5
Estimated H-index: 5
(University of Nottingham),
Grand H.-L. Cheng4
Estimated H-index: 4
(NUS: National University of Singapore)
+ 1 AuthorsKwok Leung61
Estimated H-index: 61
(CUHK: The Chinese University of Hong Kong)
Published on Dec 1, 2018in Management International Review 2.69
Niccolò Pisani5
Estimated H-index: 5
(UvA: University of Amsterdam),
Joan E. Ricart17
Estimated H-index: 17
(University of Navarra)
Developed-country multinationals (DMNEs) have increasingly engaged in the practice of offshoring innovation to emerging countries. In this article, we leverage and extend the institution-based view to further our understanding of this phenomenon. Specifically, we examine the differential effects of formal and informal institutions on DMNEs’ strategic decision to offshore innovation activities aimed at augmenting (versus exploiting) home-base-knowledge to emerging countries. Concerning formal ins...
Published on Nov 1, 2018in Acta Sociologica 1.93
Satu Ojala6
Estimated H-index: 6
(UTA: University of Tampere),
Pasi Pyöriä8
Estimated H-index: 8
(UTA: University of Tampere)
This article contributes to the discussion on flexible working by assessing empirically the prevalence of mobile, multi-locational work in Europe (EU-28, Norway and Switzerland). Drawing on data from the Sixth European Working Conditions Survey, the prevalence of multi-locational work across Europe is examined in terms of the knowledge intensity of the work. Knowledge-intensive occupations are characterised by a high level of individual skills, typically acquired through tertiary-level education...
Published on Oct 1, 2018in International Journal of Project Management 4.69
Yajuan Wang1
Estimated H-index: 1
(IBS: International Business School, Germany),
Yi Liu1
Estimated H-index: 1
(SJTU: Shanghai Jiao Tong University),
Cem Canel11
Estimated H-index: 11
(UNCW: University of North Carolina at Wilmington)
Abstract Interfirm process coordination is pivotal for offshore outsourced service project success. Via knowledge-based and organizational learning view, this study explores the effectiveness of process coordination in the dyadic client-provider relationship. We investigate the influence of interactive and implicit coordination on project performance under contingencies of project modularity and complexity, which determine interfirm interdependencies from the top down and from the bottom up. The...
Alfred Presbitero7
Estimated H-index: 7
(Deakin University),
Lemuel S. Toledano1
Estimated H-index: 1
AbstractThis study investigates an unexplored form of global team prevalent in the Information Technology (IT) offshoring sector where IT service providers work alongside with client representatives in a global team context. Guided by theories of intelligence and intergroup contact, this study investigates global team members’ individual-level task performance. Specifically, this study examines the development of global team members’ cultural intelligence (CQ) following cross-cultural training. ...
Published on Aug 1, 2018in Strategic Management Journal 5.57
Stephan Manning19
Estimated H-index: 19
(University of Massachusetts Boston),
Silvia Massini15
Estimated H-index: 15
(Manchester Institute of Innovation Research)
+ 1 AuthorsArie Y. Lewin38
Estimated H-index: 38
(Duke University)
Research Summary: This article studies how the logic of firm governance choices varies as a function of the time of adoption of particular sourcing practices. Using data on the diffusion of global business services sourcing as a management practice from early experiments in the 1980s through 2011, we show that the extent to which governance choices are affected by process commoditization, availability of external service capabilities, and past governance choices depends on whether firms are earl...
Published on May 1, 2018in Global Strategy Journal 2.73
Kristin Brandl3
Estimated H-index: 3
(UVic: University of Victoria),
P.D. Orberg Jensen12
Estimated H-index: 12
(CBS: Copenhagen Business School),
Manya Jaura Lind1
Estimated H-index: 1
(CBS: Copenhagen Business School)