Organizational Reconfiguration and Strategic Response

The Case of Offshoring

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

    Resumé

    The purpose of this paper is to investigate the effect of the organizational reconfiguration of offshoring on firms’ strategies. A consequence of offshoring is the need to reintegrate the geographically relocated organizational activities into a coherent organizational architecture. In order to do this, firms need a high degree of architectural knowledge, which is typically gained through learning by doing. We therefore argue that firms with more offshoring experience are more likely to include organizational objectives in their offshoring strategies. We develop and find support for this hypothesis using a mixed-method approach based on a qualitative case study and comprehensive data from the Offshoring Research Network. These findings contribute to research on the organizational design and architecture of offshoring and the dynamics of organizational architectures.
    OriginalsprogEngelsk
    TitelOrchestration of the Global Network Organization
    RedaktørerTorben Pedersen, Markus Venzin, Timothy M. Devinney, Laszlo Tihanyi
    Udgivelses stedBingley
    ForlagEmerald Group Publishing
    Publikationsdato2014
    Sider403-432
    ISBN (Trykt)9781783509539
    ISBN (Elektronisk)9781783509546
    DOI
    StatusUdgivet - 2014
    NavnAdvances in International Management
    Vol/bind27
    ISSN1571-5027

    Citer dette

    Møller Larsen, M., & Pedersen, T. (2014). Organizational Reconfiguration and Strategic Response: The Case of Offshoring. I T. Pedersen, M. Venzin, T. M. Devinney, & L. Tihanyi (red.), Orchestration of the Global Network Organization (s. 403-432). Bingley: Emerald Group Publishing. Advances in International Management, Bind. 27 https://doi.org/10.1108/S1571-502720140000027000
    Møller Larsen, Marcus ; Pedersen, Torben. / Organizational Reconfiguration and Strategic Response : The Case of Offshoring. Orchestration of the Global Network Organization. red. / Torben Pedersen ; Markus Venzin ; Timothy M. Devinney ; Laszlo Tihanyi. Bingley : Emerald Group Publishing, 2014. s. 403-432 (Advances in International Management, Bind 27).
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    abstract = "The purpose of this paper is to investigate the effect of the organizational reconfiguration of offshoring on firms’ strategies. A consequence of offshoring is the need to reintegrate the geographically relocated organizational activities into a coherent organizational architecture. In order to do this, firms need a high degree of architectural knowledge, which is typically gained through learning by doing. We therefore argue that firms with more offshoring experience are more likely to include organizational objectives in their offshoring strategies. We develop and find support for this hypothesis using a mixed-method approach based on a qualitative case study and comprehensive data from the Offshoring Research Network. These findings contribute to research on the organizational design and architecture of offshoring and the dynamics of organizational architectures.",
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    Møller Larsen, M & Pedersen, T 2014, Organizational Reconfiguration and Strategic Response: The Case of Offshoring. i T Pedersen, M Venzin, TM Devinney & L Tihanyi (red), Orchestration of the Global Network Organization. Emerald Group Publishing, Bingley, Advances in International Management, bind 27, s. 403-432. https://doi.org/10.1108/S1571-502720140000027000

    Organizational Reconfiguration and Strategic Response : The Case of Offshoring. / Møller Larsen, Marcus; Pedersen, Torben.

    Orchestration of the Global Network Organization. red. / Torben Pedersen; Markus Venzin; Timothy M. Devinney; Laszlo Tihanyi. Bingley : Emerald Group Publishing, 2014. s. 403-432 (Advances in International Management, Bind 27).

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

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    AB - The purpose of this paper is to investigate the effect of the organizational reconfiguration of offshoring on firms’ strategies. A consequence of offshoring is the need to reintegrate the geographically relocated organizational activities into a coherent organizational architecture. In order to do this, firms need a high degree of architectural knowledge, which is typically gained through learning by doing. We therefore argue that firms with more offshoring experience are more likely to include organizational objectives in their offshoring strategies. We develop and find support for this hypothesis using a mixed-method approach based on a qualitative case study and comprehensive data from the Offshoring Research Network. These findings contribute to research on the organizational design and architecture of offshoring and the dynamics of organizational architectures.

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    Møller Larsen M, Pedersen T. Organizational Reconfiguration and Strategic Response: The Case of Offshoring. I Pedersen T, Venzin M, Devinney TM, Tihanyi L, red., Orchestration of the Global Network Organization. Bingley: Emerald Group Publishing. 2014. s. 403-432. (Advances in International Management, Bind 27). https://doi.org/10.1108/S1571-502720140000027000