Organizational Reconfiguration and Strategic Response: The Case of Offshoring

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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.
    Original languageEnglish
    Title of host publicationOrchestration of the Global Network Organization
    EditorsTorben Pedersen, Markus Venzin, Timothy M. Devinney, Laszlo Tihanyi
    Place of PublicationBingley
    PublisherEmerald Group Publishing
    Publication date2014
    Pages403-432
    ISBN (Print)9781783509539
    ISBN (Electronic)9781783509546
    DOIs
    Publication statusPublished - 2014
    SeriesAdvances in International Management
    Volume27
    ISSN1571-5027

    Cite this

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