The Organizational Design of Offshoring: Taking Stock and Moving Forward

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    Offshoring can be defined as the relocation of organizational tasks and services to foreign locations. At the same time as the scale and scope of offshoring have reached unprecedented levels in recent years, firms have increasingly been exposed to the challenges relating to managing an organization consisting of a number of offshored activities. In this special issue introduction paper, we argue that an organizational design perspective on offshoring can benefit research and practice in understanding how firms can coordinate and integrate offshoring activities. Specifically, we argue that offshoring implies an organizational reconfiguration consisting of three stages: disintegration, relocation and reintegration. We discuss the implications of this perspective and outline a research agenda.
    Offshoring can be defined as the relocation of organizational tasks and services to foreign locations. At the same time as the scale and scope of offshoring have reached unprecedented levels in recent years, firms have increasingly been exposed to the challenges relating to managing an organization consisting of a number of offshored activities. In this special issue introduction paper, we argue that an organizational design perspective on offshoring can benefit research and practice in understanding how firms can coordinate and integrate offshoring activities. Specifically, we argue that offshoring implies an organizational reconfiguration consisting of three stages: disintegration, relocation and reintegration. We discuss the implications of this perspective and outline a research agenda.
    LanguageEnglish
    JournalJournal of International Management
    Volume19
    Issue number4
    Pages315–323
    ISSN1075-4253
    DOIs
    StatePublished - Dec 2013

    Keywords

      Cite this

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      title = "The Organizational Design of Offshoring: Taking Stock and Moving Forward",
      abstract = "Offshoring can be defined as the relocation of organizational tasks and services to foreign locations. At the same time as the scale and scope of offshoring have reached unprecedented levels in recent years, firms have increasingly been exposed to the challenges relating to managing an organization consisting of a number of offshored activities. In this special issue introduction paper, we argue that an organizational design perspective on offshoring can benefit research and practice in understanding how firms can coordinate and integrate offshoring activities. Specifically, we argue that offshoring implies an organizational reconfiguration consisting of three stages: disintegration, relocation and reintegration. We discuss the implications of this perspective and outline a research agenda.",
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      author = "{{\O}rberg Jensen}, {Peter D.} and Larsen, {Marcus M.} and Torben Pedersen",
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      The Organizational Design of Offshoring : Taking Stock and Moving Forward . / Ørberg Jensen, Peter D. ; Larsen, Marcus M.; Pedersen, Torben.

      In: Journal of International Management, Vol. 19, No. 4, 12.2013, p. 315–323.

      Research output: Contribution to journalJournal articleResearchpeer-review

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      AB - Offshoring can be defined as the relocation of organizational tasks and services to foreign locations. At the same time as the scale and scope of offshoring have reached unprecedented levels in recent years, firms have increasingly been exposed to the challenges relating to managing an organization consisting of a number of offshored activities. In this special issue introduction paper, we argue that an organizational design perspective on offshoring can benefit research and practice in understanding how firms can coordinate and integrate offshoring activities. Specifically, we argue that offshoring implies an organizational reconfiguration consisting of three stages: disintegration, relocation and reintegration. We discuss the implications of this perspective and outline a research agenda.

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      KW - Coordination

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      KW - Research agenda

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