Offshoring motivations driven by sustainability factors

Morganti, Daniele; Giovanni, Pietro De

doi:10.1016/j.retrec.2022.101222

Cited by 6 publications

(4 citation statements)

References 42 publications

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“…Indeed, around this period, Blinder (2007 [38]) found there was no longer a correlation between an occupation's offshorability and the skill level of its workers and Moncarz. Wolf and Wright (2008 [39]) found the same for the services sector and Blinder and Krueger (2013 [40]) concluded that more educated workers in fact held somewhat more offshorable jobs than less educated workers. Blinder and Krueger (2013[40]) also found that routine work was no more likely to be offshorable than other work and some have argued that a job's offshorability depends more on the task content of jobs then on the worker's skill level (Baumgarten, Irlacher and Koch, 2020 [45]).…”

Section: The Characteristics Of Offshorable Jobsmentioning

confidence: 96%

“…In general, the most offshorable jobs have tended to be those that have: i) no or a low degree of face-toface interaction (OECD, 2005 [37]; Blinder, 2007[38]; Moncarz, Wolf and Wright, 2008 [39]; Blinder and Krueger, 2013 [40]; Püschel, 2014 [41]; Citi, 2021 [42]); ii) high use of ICT technologies (OECD, 2005 [37]; Blinder, 2007[38]; Moncarz, Wolf and Wright, 2008 [39]; Blinder and Krueger, 2013 [40]; Püschel, 2014 [41]; Citi, 2021 [42]; Sytsma, 2022 [7]); and iii) low degrees of required local, cultural or social knowledge (Moncarz, Wolf and Wright, 2008[39]; Blinder and Krueger, 2013 [40]; Brändle and Koch, 2016 [43]; Baldwin and Dingel, 2024 [35]; Palmou et al, 2021[44]).…”

Section: The Characteristics Of Offshorable Jobsmentioning

confidence: 99%

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Offshoring, Reshoring, and the Evolving Geography of Jobs

2024

OECD Social, Employment and Migration Working Papers

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Section: The Characteristics Of Offshorable Jobsmentioning

confidence: 96%

Section: The Characteristics Of Offshorable Jobsmentioning

confidence: 99%

Offshoring, Reshoring, and the Evolving Geography of Jobs

2024

OECD Social, Employment and Migration Working Papers

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“…The most affected companies are those with long SC cycles between order allocation and delivery because they are more exposed [21]. Indeed, On-Time Delivery, considered a combination of delivery date and quantity, has often been used as an indicator of resilience in SC performance [22].…”

Section: On-time Deliverymentioning

confidence: 99%

The Impact of Digital Technologies on Company Restoration Time Following the COVID-19 Pandemic

et al. 2022

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The global spread of COVID-19 affected societies and economies at large with simultaneous disruptions to both supply and demand. To investigate the implications of COVID-19, this study seeks to inquire into how companies can achieve resilience through performance robustness and how this affects the restoration time (i.e., the time period from the problem occurrence to the time when the company performance returns to the previous operational level). Moreover, it studies how digital technology adoption allowed firms to become more resilient during the COVID-19 outbreak by exploiting high robustness and improving restoration time. Our findings reveal that, among the several performance indicators investigated, only the robustness of Sales is of particular significance in contributing to restoration time. As regards the technologies deployed, Blockchain, 3D Printing, and Artificial Intelligence had a positive impact on firms’ resilience during the outbreak.

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“…Offshore outsourcing is affected by political risk. Morganti and De Giovanni [15] report main radical dangers influencing offshoring choices and assess their implications on seaward subcontracting entry strategy decisions through the lens of Transaction Cost Economics (TCE). Information Technology Outsourcing (ITO), Knowledge Process Outsourcing (KPO), and Business Process Outsourcing (BPO) are all types of business offshore outsourcing that are studied in this article, along with the impact of radical danger issues on entry manner choices in each.…”

Section: Literature Review Offshoring and Outsourcing Decision-makingmentioning

confidence: 99%

A Critical Review of Off Shoring Decision Making and Operationality in SMEs

Bale,

Bozinovic

2022

JEBI

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In today's global supply chains, which are complex, innovative, and competitive, outsourcing and offshoring have emerged as one of the most important and essential strategic initiatives. Among the long-term business initiatives taken by companies, this is one of the most prominent trends. Despite disagreements about outsourcing's effects on businesses, the practice continues in many companies. Companies of all sizes are increasingly relocating some of their manufacturing and sourcing operations overseas. Despite this, there is a dearth of research that focuses on offshoringdecision-makingprocedure as pertains to Small Medium-sized Enterprises (SMEs). We surveyed French SMEs to learn how company size affects the outsourcing process, and we found that SMEs offshore a comparable share of procurement to larger organizations, though they tend to focus on fewer countries. We also showed that smaller businesses are not as well-equipped to make informed decisions about offshoring as larger ones are because they have less information about foreign countries.

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Offshoring motivations driven by sustainability factors

Cited by 6 publications

References 42 publications

Offshoring, Reshoring, and the Evolving Geography of Jobs

Offshoring, Reshoring, and the Evolving Geography of Jobs

The Impact of Digital Technologies on Company Restoration Time Following the COVID-19 Pandemic

A Critical Review of Off Shoring Decision Making and Operationality in SMEs

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