Branding/Logomark minus Citation Combined Shape Icon/Bookmark-empty Icon/Copy Icon/Collection Icon/Close Copy 7 no author result Created with Sketch. Icon/Back Created with Sketch.
Loading Scinapse...
SPANNING KNOWLEDGE BOUNDARIES IN OFFSHORE INSOURCING THROUGH ORGANIZATIONAL LEARNING: A CASE STUDY OF BANKCO
Published on Jan 1, 2014
Mei Li , Zhuolun Li , Shan Ling Pan35
Estimated H-index: 35
(University of New South Wales)
Abstract
Recent years, offshore outsourcing has received large amount of attention from both industry and academia because of its attractive advantages such as cost reduction, talent access. As an alternative way to implement information systems in operation management, offshore insourcing has been greatly overlooked. Though organizations shun from the contractual obligations in offshore insourcing, they are still encountered with plenty of thorny decisions and communications because of the do-it-yourself nature, especially in the onshore-offshore migration process. To investigate how organizations can well deploy offshore insourcing, we employ a theoretical lens of knowledge boundary spanning and organizational learning to examine a successful offshore insourcing case. Three types of organizational learning capabilities have been identified to span the increasingly complex knowledge boundaries. Both theoretical and practical contributions are discussed.
  • Full text
  • References (67)
  • Cited By (0)
References67
Published on Jan 1, 1990
Arthur L. Stinchcombe25
Estimated H-index: 25
From the Publisher: An ambitous new work by a well-respected sociologist, Information and Organizations offers a bold new perspective on the dynamics of organizations. Stinchcombe contends that the "information problem" and the concept of "uncertainty" provide the key to understanding how organizations function in a delightful mix of large theoretical insights and vivid anecdotal material.
1,120 Citations
Published on Jan 1, 2004in Mis Quarterly Executive 1.86
Joseph W. Rottman15
Estimated H-index: 15
,
Mary C. Lacity44
Estimated H-index: 44
103 Citations
Published on Jun 1, 2003in Management Information Systems Quarterly 5.43
Terri L. Griffith15
Estimated H-index: 15
(Santa Clara University),
John E. Sawyer9
Estimated H-index: 9
(University of Delaware),
Margaret A. Neale32
Estimated H-index: 32
(Stanford University)
Information technology can facilitate the dissemination of knowledge across the organization-even to the point of making virtual teams a viable alternative to face-to-face work. However, unless managed, the combination of information technology and virtual work may serve to change the distribution of different types of knowledge across individuals, teams, and the organization. Implications include the possibility that information technology plays the role of a jealous mistress when it comes to t...
599 Citations Source Cite
Published on Jan 1, 2006in Mis Quarterly Executive 1.86
Jeanne W. Ross21
Estimated H-index: 21
,
Cynthia Mathis Beath23
Estimated H-index: 23
1. Firms transitioning from Stage 1 (business silos) to Stage 2 (standardized technology) can use a strategic partnership form of outsourcing to support the transition. The vendor can take the lead in defining, implementing, operating and updating a standard technology environment so that the client need not invest in developing these world-class skills. We describe how a partnership between Campbell Soup and IBM helped Campbell transition to Stage 2.
105 Citations
Published on Jan 1, 1988
Leonard M. Fuld1
Estimated H-index: 1
What is a Competitor Monitoring Programme Starter Kit: 10 Easy Steps to Track Your Competition Using Your Entire Organization to Monitor Your Competition Using Existing Resources to Collect Competitor Information Effective and Inexpensive Means for Organizing Competitor Intelligence Communicating the Intelligence Staffing, Training and Cost Taking Stock - The Intelligence Audit Ethical and Legal Guidelines Brainstorming Towards a Solution. Appendix: Checklists for Improving Your Competitor Monit...
23 Citations
Published on Jan 1, 1988
Benjamin Gilad1
Estimated H-index: 1
,
Tamar Gilad1
Estimated H-index: 1
53 Citations
Published on Oct 1, 1984
Robert K. Yin17
Estimated H-index: 17
Foreword, by Donald T. Campbell Preface 1. INTRODUCTION: How to Know Whether and When to Use Case Studies as a Research Method The Case Study as a Research Method Comparing Case Studies With Other Research Methods in the Social Sciences Different Kinds of Case Studies, But a Common Definition Summary 2. DESIGNING CASE STUDIES: Identifying Your Case(s) and Establishing the Logic of Your Case Study General Approach to Designing Case Studies Criteria for Judging the Quality of Research Designs Case...
65.1k Citations
Published on Jan 1, 1998in Sloan Management Review
David Feeny15
Estimated H-index: 15
,
Leslie P. Willcocks64
Estimated H-index: 64
To achieve lasting competitiveness through IT, according to the authors, companies face three enduring challenges: focusing IS efforts to support business strategies and using IT innovations to develop new, superior strategies; devising and managing effective strategies for the delivery of low-cost, high-quality IS services; and choosing the technical platform on which to mount IS services. Three strands of research ? on the CIO's role and experience, the CIO's capabilities, and IS/IT outsourcin...
734 Citations
Published on Jan 1, 1999in Sloan Management Review
James Brian Quinn21
Estimated H-index: 21
Today's knowledge- and service-based economy offers companies a chance to increase profits through strategic outsourcing of intellectually based systems. As companies disaggregate intellectual activities internally and outsource more externally, they approach true virtual organization with knowledge centers interacting largely through mutual interest and electronic ? rather than authority ? systems. In this article, Quinn outlines an integrated knowledge and outsourcing strategy that can mitigat...
927 Citations
Published on Sep 1, 2003in Management Information Systems Quarterly 5.43
Natalia Levina22
Estimated H-index: 22
(New York University),
Jeanne W. Ross21
Estimated H-index: 21
(Massachusetts Institute of Technology)
To date, most research on information technology (IT) outsourcing concludes that firms decide to outsource IT services because they believe that outside vendors possess production cost advantages. Yet it is not clear whether vendors can provide production cost advantages, particularly to large firms who may be able to replicate vendors' production cost advantages in-house. Mixed outsourcing success in the past decade calls for a closer examination of the IT outsourcing vendor's value proposition...
525 Citations Source Cite
Cited By0
View next paperThe effect of inter- and intra-organizational distances on success of offshored outsourced innovation: A configurational approach