Dynamic Boundaries of the Firm: Are Firms Better Off Being Vertically Integrated in the Face of a Technological Change?

International R&D service outsourcing by technology-intensive firms: Whether and where?

“…On the one hand, empirical studies analyzing the R&D outsourcing decisions by technological firms tended to overlook the location dimension (Afuah, 2001;Hitt et al, 1998;Leiblein & Miller, 2003;Mayer & Salomon, 2006;Mol, 2005;Narula, 2001;Pisano, 1990;Veugelers & Cassiman, 1999). On the other, those studies more focused on the location decision either tended to analyze only FDI or internal modes of governance (captive offshoring) (Belderbos, 2001;Berry, 2006;Bunyaratavej et al, 2007;Cantwell, 1995;Demirbag & Glaister, 2010;Doh, Bunyaratavej, & Hahn, 2009;Kuemmerle, 1999;Odagiri & Yasuda, 1996;Piscitello & Santangelo, 2010;von Zedwitz & Gassmann, 2002) or to analyze the offshoring phenomenon in the aggregate without distinguishing between internal (captive offshoring) and external (outsource offshoring) modes of governance (Dossani & Kenney, 2003;Lewin & Couto, 2007;Lewin et al, 2009;Manning et al, 2008;Mudambi, 2008).…”

Utilização Da Técnica De Análise De Tendências Impactadas Para Projeção Do Cultivo De Eucalipto No Brasil

“…Es imperativo ser singular y presentar diferenciación (ALLEN, 2003) y así colocar en práctica mecanismos que efectivamente mejoren los procesos productivos organizacionales y que independientemente de los resultados numéricos, deban promover un flujo continuo de mejorías (AFUAH, 2010). Así, en éste panorama de revolución tecnológica y cultural se destacan los procesos empresariales orientados hacia el mercado.…”

Vertical Integration for Full Outsourcing: Growth and Internationalization of a Portuguese Packaging Firm

“…This has been evidenced by the mixed empirical results on the performance implications of vertical integration. Vertical integration may not be a superior organizational form in unstable environments because it creates rigidities (Teece, 1992), competency traps (Levinthal & March, 1993), administrative burdens (Williamson, 1985), and increase firms' likelihood of failure in the presence of technological changes (Afuah, 2001). …”

“…Transaction costs suggests that the choice of governance model depends on the assessment of uncertainty relating inputs, frequency of exchanges between client and supplier, and asset specificity (Williamson, 1985;Afuah, 2001). In addition, transaction costs theory relies on two basic assumptions on human nature: bounded rationality and opportunism (Barney & Hesterly, 1996).…”

“…Sourcing models seem to be idiosyncratic to, and contingent on, inter-temporal and inter-spatial relationships client-supplier. Sourcing models depend on factors such as the focal firm's resources (Barney, 1991), dynamic capabilities (Teece et al, 1997), technological change (Afuah, 2001) and uncertainty (Teece, 1992), learning intent (Powell, 1998), supply-side uncertainties (Harrigan, 1985), the ability to appropriate the returns from research and development (Teece, 1992), and the characteristics of the transactions (Williamson, 1985;Hennart, 1991). Both client and supplier firms seem to have interest in stabilizing the relationship and create trust to override potential opportunistic behaviors (Gulati, 1995;Granovetter, 1985).…”