Bridging what we know: The effect of cognitive distance on knowledge-intensive business services produced offshore

Mol, Michael J.; Brandl, Kristin

doi:10.1016/j.ibusrev.2017.11.003

Cited by 23 publications

(18 citation statements)

References 81 publications

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“…The recent evidence suggests the modularity of white-collar services (Mol & Brandl, 2018). It means that a business process can be divided into modules, which can be executed onshore or offshore.…”

Section: Offshoring and Offshorabilitymentioning

confidence: 99%

“…The growth of offshoring of knowledge intensive services over the past decade has been also related to the decoupling of production and consumption of services (Mol & Brandl, 2018). It means that a very important limitation of traditional services can be removed and thus increases the propensity of firms towards offshoring.…”

Section: Five Waves Of Business Services Offshoringmentioning

confidence: 99%

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Offshoring of white-collar services

Klimek¹

2020

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Business perspective on offshoring of white-collar jobs 44 4.1 Motives of offshoring of advanced business services 44 4.2 Modes of delivery of advanced business services 47 4.3 Shared services centres 51 4.4 Business process outsourcing 55 4.5 Information technology outsourcing 57 4.6 Research and development units 58 4.7 Managing advanced business services units 59 5 New trends in advanced business services 62 5.1 Global business centres 62 5.2 Automation and machine learning in business services 64 5.3 Transformation of business services and their execution 69 5.4 Cybersecurity and data protection 72 157 References 161 List of figures 177 List of tables 179 Index 181 X Contents Open Access.

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Section: Offshoring and Offshorabilitymentioning

confidence: 99%

Section: Five Waves Of Business Services Offshoringmentioning

confidence: 99%

Offshoring of white-collar services

Klimek¹

2020

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“…However, literature on these activities in service productions, and especially in offshored service productions, is scarce. Research in service offshoring has overlooked the processes and activities, especially the service production processes (for exceptions, see Brandl, 2017;Jensen, 2009) and the interaction activities of clients and service providers (for exceptions, see Mol & Brandl, 2018;Wang et al, 2018). However, knowing about the offshored service production process and how the activities in the process are impacted by the geographic relocation of the service allows contributing to the debate on how service offshoring can be sustainable and creates value for clients and service providers, an argument that is reinforced by Kedia and Mukherjee (2009) and Apte and Mason (1995).…”

Section: Service Offshoringmentioning

confidence: 99%

“…Moreover, the relocation of the services also meant that the knowledge and background of actors changed and with it individual knowledge stocks and expertise. A variety of researchers (e.g., Nooteboom, 2009) argue that these differences can, to a certain extent, be beneficial for innovation and knowledge creation, also in service offshoring (Mol & Brandl, 2018). However, it can also lead to challenges in interactions if cultural or cognitive distances are too vast.…”

Section: The Impact Of Offshoring On Activity Systemsmentioning

confidence: 99%

“…The framework is used to characterize KIS and identify the activities and actors to transfer and co-create knowledge in the production process. It corresponds with a variety of other service production processes from service management literature (e.g., Aarikka-Stenroos & Jaakkola, 2012;O'Farrell & Moffat, 1991;Ordanini & Pasini, 2008) and has, for example, been used by Brandl (2017) to study value creation possibilities for clients and service providers in service offshoring or by Mol and Brandl (2018), to conceptualize the impact of cognitive distance on service offshoring.…”

mentioning

confidence: 99%

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The impact of offshoring on knowledge‐intensive services: A study of activities in service production processes

Brandl

2019

Global Strategy Journal

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Research summary: In order to identify the impact of offshoring on knowledge‐intensive services (KIS), the activities related to the transfer and co‐creation of knowledge in the service production process are studied in this paper. The concepts of activity systems and activity structures from practice theory are used to analyze these activities. A qualitative case study of multiple offshored KIS shows that offshoring changes activity systems and structures within the production process. Activities related to the transfer of knowledge are reduced while the co‐creation of knowledge remains evident in the process. As a result, KIS become more modularized and less customized, evidencing changed KIS characteristics. The paper adds to service offshoring and international service management literature and extends practice theory. Managerial summary: This paper studies how knowledge‐intensive services (KIS) are impacted by a geographic relocation of the services across country borders. The relocation, termed offshoring, implies that the service client and provider are geographically separated and need to interact on a distance in order to produce the service. As the service production is dependent on the transfer of existing knowledge and co‐creation of new knowledge by clients and service providers, the geographic distance is challenging KIS production processes. An empirical analysis finds that the geographic distance is changing the way the services are produced. The transfer and co‐creation of knowledge are reduced leading to fewer interactions between clients and service providers, mainly knowledge coproduction remains important. These changes lead to altered KIS production processes and service characteristics.

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Culture, international stakeholders, and crowdfunding

Cumming,

Sewaid

2024

Global Strategy Journal

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Research SummaryInternational crowdfunding platforms present a unique opportunity for foreign entrepreneurs to attract stakeholders, typically from either the entrepreneur's home‐country or the platform's host‐country. We argue that success in mobilizing these stakeholders is culturally dependent. Specifically, cultural distance from the platform's host country can impede the mobilizing of home‐country stakeholders. Conversely, while attracting host‐country stakeholders may appear advantageous, these benefits are uncertain and limited for culturally‐proximal entrepreneurs. This is because their offerings are seen as less distinct compared to host‐country local offerings while introducing additional information asymmetries. Given these dynamics, we theorize that culturally‐distant entrepreneurs have better fundraising prospects when attracting host‐country backers, while culturally‐proximal entrepreneurs are more successful when mobilizing home‐country backers. Our analysis of 55,266 foreign projects on Kickstarter supports these arguments.Managerial SummaryThis study examines how cultural differences affect the success of entrepreneurs using non‐local crowdfunding platforms. We find that entrepreneurs from countries that are culturally distant from the platform's host‐country are more successful when they focus on attracting backers from the platform's host‐country. In contrast, entrepreneurs from culturally similar countries do better when they mobilize supporters from their home country. For practitioners, this means that understanding cultural distance is key to successful crowdfunding. Entrepreneurs should tailor their outreach strategy based on their cultural distance from the platform's host country. Those from culturally‐distant regions should prioritize backers from the platform's country, while those from culturally similar regions should focus on home‐country supporters to maximize their fundraising success.

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Bridging what we know: The effect of cognitive distance on knowledge-intensive business services produced offshore

Cited by 23 publications

References 81 publications

Offshoring of white-collar services

Offshoring of white-collar services

The impact of offshoring on knowledge‐intensive services: A study of activities in service production processes

Culture, international stakeholders, and crowdfunding

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