Managing Hidden Costs of Offshoring

Learning to Achieve System Integration

    Publikation: Bidrag til bog/antologi/rapportBidrag til bog/antologiForskningpeer review

    Resumé

    This chapter investigates the concept of the ‘hidden costs’ of offshoring, i.e. unexpected offshoring costs exceeding the initially expected costs. Due to the highly undefined nature of these costs, we position our analysis towards the strategic responses of firms’ realisation of hidden costs. In this regard, we argue that a major response to the hidden costs of offshoring is the identification and utilisation of strategic mechanisms in the organisational design to eventually achieving system integration in a globally dispersed and disaggregated organisation. This is heavily moderated by a learning-by-doing process, where hidden costs motivate firms and their employees to search for new and better knowledge on how to successfully manage the organisation. We illustrate this thesis based on the case of the LEGO Group.
    OriginalsprogEngelsk
    TitelGlobal Operations Networks : Exploring New Perspectives and Agendas
    RedaktørerDmitrij Slepniov, Brian Vejrum Waehrens, John Johansen
    Udgivelses stedAalborg
    ForlagAalborg Universitetsforlag
    Publikationsdato2014
    Sider115-142
    Kapitel4
    ISBN (Trykt)9788771121919
    StatusUdgivet - 2014

    Emneord

    • Offshoring
    • Hidden costs
    • System integration
    • Organisational learning
    • Case study

    Citer dette

    Larsen, M. M., & Pedersen, T. (2014). Managing Hidden Costs of Offshoring: Learning to Achieve System Integration. I D. Slepniov, B. V. Waehrens, & J. Johansen (red.), Global Operations Networks: Exploring New Perspectives and Agendas (s. 115-142). Aalborg: Aalborg Universitetsforlag.
    Larsen, Marcus M. ; Pedersen, Torben. / Managing Hidden Costs of Offshoring : Learning to Achieve System Integration. Global Operations Networks: Exploring New Perspectives and Agendas. red. / Dmitrij Slepniov ; Brian Vejrum Waehrens ; John Johansen. Aalborg : Aalborg Universitetsforlag, 2014. s. 115-142
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    abstract = "This chapter investigates the concept of the ‘hidden costs’ of offshoring, i.e. unexpected offshoring costs exceeding the initially expected costs. Due to the highly undefined nature of these costs, we position our analysis towards the strategic responses of firms’ realisation of hidden costs. In this regard, we argue that a major response to the hidden costs of offshoring is the identification and utilisation of strategic mechanisms in the organisational design to eventually achieving system integration in a globally dispersed and disaggregated organisation. This is heavily moderated by a learning-by-doing process, where hidden costs motivate firms and their employees to search for new and better knowledge on how to successfully manage the organisation. We illustrate this thesis based on the case of the LEGO Group.",
    keywords = "Offshoring, Hidden costs, System integration, Organisational learning, Case study, Offshoring, Hidden costs, System integration, Organisational learning, Case study",
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    Larsen, MM & Pedersen, T 2014, Managing Hidden Costs of Offshoring: Learning to Achieve System Integration. i D Slepniov, BV Waehrens & J Johansen (red), Global Operations Networks: Exploring New Perspectives and Agendas. Aalborg Universitetsforlag, Aalborg, s. 115-142.

    Managing Hidden Costs of Offshoring : Learning to Achieve System Integration. / Larsen, Marcus M.; Pedersen, Torben.

    Global Operations Networks: Exploring New Perspectives and Agendas. red. / Dmitrij Slepniov; Brian Vejrum Waehrens; John Johansen. Aalborg : Aalborg Universitetsforlag, 2014. s. 115-142.

    Publikation: Bidrag til bog/antologi/rapportBidrag til bog/antologiForskningpeer review

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    Larsen MM, Pedersen T. Managing Hidden Costs of Offshoring: Learning to Achieve System Integration. I Slepniov D, Waehrens BV, Johansen J, red., Global Operations Networks: Exploring New Perspectives and Agendas. Aalborg: Aalborg Universitetsforlag. 2014. s. 115-142