Managing Hidden Costs of Offshoring: Learning to Achieve System Integration

    Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

    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.
    Original languageEnglish
    Title of host publicationGlobal Operations Networks : Exploring New Perspectives and Agendas
    EditorsDmitrij Slepniov, Brian Vejrum Waehrens, John Johansen
    Place of PublicationAalborg
    PublisherAalborg Universitetsforlag
    Publication date2014
    Pages115-142
    Chapter4
    ISBN (Print)9788771121919
    Publication statusPublished - 2014

    Keywords

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

    Cite this

    Larsen, M. M., & Pedersen, T. (2014). Managing Hidden Costs of Offshoring: Learning to Achieve System Integration. In D. Slepniov, B. V. Waehrens, & J. Johansen (Eds.), Global Operations Networks: Exploring New Perspectives and Agendas (pp. 115-142). Aalborg Universitetsforlag. http://vbn.aau.dk/files/206712856/Global_Operations_Networks_Exploring_New_Perspectives_and_Agendas.pdf