Global delivery models: The role of talent, speed and time zones in the global outsourcing industry

Manning, Stephan; Larsen, Marcus Møller; Bharati, Pratyush

doi:10.1057/jibs.2015.14

Cited by 48 publications

(67 citation statements)

References 92 publications

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“…Bunyaratavej et al 2007;Gerbl et al 2015;Mukherjee et al 2013;Schmeisser 2013), governance modes (Kedia and Mukherjee 2007;Luo et al 2013), geographical configurations (Manning et al 2015), and organizational (re-)design (Jensen et al 2013;Lampel and Bhalla 2011;Schmeisser 2013). With regard to motivations for advanced task offshoring, a large body of research across academic disciplines has identified factors that determine the cost-benefits ratio of advanced task offshoring for an organization.…”

Section: Advanced Task Offshoringmentioning

confidence: 99%

A systems perspective on offshoring strategy and motivational drivers amongst onshore and offshore employees

Zimmermann

Ravishankar

2016

Journal of World Business

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Citation: ZIMMERMANN, A. and RAVISHANKAR, M.N., 2016. A systems perspective on offshoring strategy and motivational drivers amongst onshore and offshore employees. Journal of World Business, 51 (4), pp. 548-567.Additional Information: motivation to transfer advanced tasks and (c) offshore employees' motivation to spend effort on their tasks and stay with the firm. We analyse how these three elements interact and produce feedback loops to create an 'offshoring system'.Extrapolating from our findings, we propose how the offshoring system is likely to develop within the external constraints set by the attainable expertise of offshore employees and by client demands.

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Section: Advanced Task Offshoringmentioning

confidence: 99%

A systems perspective on offshoring strategy and motivational drivers amongst onshore and offshore employees

Zimmermann

Ravishankar

2016

Journal of World Business

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“…(e.g., Argyres, 1999;Kumar et al, 2009;Manning, Larsen, & Bharati, 2015;Rangan & Sengul, 2009). Without ICT-enabled interfacing, in many cases process fragmentation would be nor technically feasible nor economically viable.…”

Section: The Enabling Role Of Ictsmentioning

confidence: 99%

“…With ICT-enabled interfacing, firms can fragment processes across multiple service production units, whether internal or outsourced, so that no one center can reconstruct the entire knowledge basis of a service. The use of modern ICT would then contribute to the development of the necessary integration capabilities (e.g., for firms to coordinate and control interdependent process fragments (Rangan & Sengul, 2009, see also Ceci & Prencipe, 2013;Kumar et al, 2009;Manning et al, 2015), and hence leverage the added value of dispersed service production units while limiting the extra cost of organizational complexity.…”

Section: The Enabling Role Of Ictsmentioning

confidence: 99%

Fragmenting global business processes: A protection for proprietary information

Gooris¹,

Peeters

2015

J Int Bus Stud

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This study shows that, when sourcing business services in foreign countries, the fragmentation of processes across production units acts as an operational-level adjustment variable for firms to adapt their information protection approach to the regulative environment of the host country they have selected and to the possibility to use internal controls over the activities performed abroad. We hypothesize that, when the above mechanisms are not available, firms are more likely to fragment processes across multiple foreign production units instead of collocating all process tasks in the same unit. Thanks to IT-enabled integration capabilities, firms can exploit the complementarities between the dispersed fragments of a process while reducing the misappropriation hazard of individual fragments. Empirical results and robustness tests are strongly congruent with these hypotheses. We find also that the propensity to turn to the process fragmentation protection mechanism increases with firm host-country-specific experience and with the alternative value of the proprietary information involved in the activity sourced abroad.

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“…In particular, we discuss how certain industry conditions may lower the need to scale up hybrids to make them competitive and impactful and instead allow heterogeneous populations of smaller‐scale hybrids to emerge. Third , we extend prior research on global business services (e.g., Manning et al, ) by discussing impact sourcing as a new strategy of local adaptation and differentiation in a highly competitive market.…”

Section: Introductionmentioning

confidence: 99%

The Strategic Potential of Community‐Based Hybrid Models: The Case of Global Business Services in Africa

Manning

Kannothra

Wissman-Weber

2017

Global Strategy Journal

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Research Summary Firms in latecomer economies, such as Sub‐Saharan Africa, often have limited success with traditional business models. We explain why it can be more feasible to adopt a hybrid model in such a region that combines profitability with serving local communities, e.g., by promoting inclusive employment or by targeting underserved markets. Sub‐Saharan Africa supports hybrid models and social enterprises mainly through local community resources (e.g., labor, market ideas), community organizations giving access to such resources, and experience with business‐community alliances. Hybrid models can benefit from such conditions when business clients and governments support the social mission and when firms are ready to target niche rather than mainstream markets. We illustrate the business potential of hybrid enterprises based on the case of ‘impact sourcing’ in global business services in Kenya and South Africa. Managerial summary As a latecomer economy, Africa faces persistent difficulties with catching up in global markets. This study examines the strategic potential of community‐based hybrid models, which balance market profitability with social impact in local communities. Focusing on the global business services industry in Kenya and South Africa and the practice of ‘impact sourcing’ (the hiring and training of disadvantaged staff servicing business clients), we find that while regular providers struggle to compete with global peers, hybrid model adopters manage to access underutilized labor pools through community organizations, and target less competitive niche client markets. We further identify key industry‐, institutional‐, and firm‐level factors that affect hybrid model adoption. Findings have important implications for research on catch‐up processes in latecomer economies, hybrid models, and global business services. Copyright © 2016 John Wiley & Sons, Ltd.

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Global delivery models: The role of talent, speed and time zones in the global outsourcing industry

Cited by 48 publications

References 92 publications

A systems perspective on offshoring strategy and motivational drivers amongst onshore and offshore employees

A systems perspective on offshoring strategy and motivational drivers amongst onshore and offshore employees

Fragmenting global business processes: A protection for proprietary information

The Strategic Potential of Community‐Based Hybrid Models: The Case of Global Business Services in Africa

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