Exploring the reshoring and insourcing decision making process: toward an agenda for future research

Bals, Lydia; Kirchoff, Jon F.; Foerstl, Kai

doi:10.1007/s12063-016-0113-0

Cited by 124 publications

(274 citation statements)

References 75 publications

(75 reference statements)

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“…The paper has developed a contingency based conceptual framework of the reshoring paper by encompassing reshoring drivers, implementation considerations and contingency factors. A contingency-based perspective (Sousa and Voss 2008) has recently been advocated by Bals et al (2016). To the best of our knowledge, this is the first framework to combine what is known about why and how firms reshore; and it is the first contingency-based approach to reshoring.…”

Section: Discussionmentioning

confidence: 99%

“…Despite contingency factors having been identified in the offshoring literature (e.g. Mukherjee et al 2013;Zorzini et al 2014), to the best of our knowledge, such a contingency-based approach to understanding the reshoring phenomenon has not been adopted in the prior literature although it has recently been encouraged by Bals et al (2016).…”

Section: Contingency Factorsmentioning

confidence: 99%

“…This is based on a two-stage approach: (i) deductive development of the conceptual framework based on a systematic literature review; and, (ii) the refinement or enhancement of the initial framework using case study evidence. As encouraged by Bals et al (2016), a contingency-based perspective is adopted (e.g. Sousa and Voss 2008) as many of the factors that affect the reshoring process are likely to be context specific, e.g.…”

Section: Introductionmentioning

confidence: 99%

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Why and how do firms reshore? A contingency-based conceptual framework

2017

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Much of the growing body of reshoring literature has focused on why firms reverse a prior location decision. While valuable, this work needs extending to how the decision to reshore is operationalised. Using a two-stage approach, this paper presents a conceptual framework that covers both why and how firms reshore. The framework also utilises contingency theory to identify the factors that influence these decisions. It is therefore claimed to be more comprehensive than others frameworks found in the literature. First, a systematic literature review deductively develops an initial framework. Second, a revised version of the framework is presented using evidence from a single, exemplar case of captive reshoring in the textiles industry. The case evidence identifies new factors and extends a typology of reshoring decisions proposed in the literature to more accurately reflect the dynamic, complex, and incremental nature of the onshore-offshore-reshore location and ownership decision.

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Section: Discussionmentioning

confidence: 99%

Section: Contingency Factorsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Why and how do firms reshore? A contingency-based conceptual framework

2017

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“…Conforme apresenta Vernalha e Pires (2005), a decisão de adesão ao outsourcing é utilizada como uma estratégia das organizações que possibilita repassar a terceiros serviços ou etapas do processo produtivo, enquanto concentram-se esforços e recursos nas principais competências desempenhadas, o que exige habilidades gerenciais dos gestores de modo que consigam integrar e administrar todas as atividades desenvolvidas. Todavia essa decisão precisa ser subsidiada com informações a respeito dos fatores e impactos que podem ocorrer na estrutura organizacional, pois o desempenho pode estar sujeito também às variáveis tais como uma crise financeira e interrupção na cadeia de suprimentos (BALS; KIRCHOFF;FOERSTL, 2016). Bajec e Jacomin (2010) explicam que fazer a escolha certa e desenvolver uma gestão bem-sucedida sustenta uma vantagem competitiva.…”

Section: Análise Dos Dadosunclassified

“…Tabela 1 -Critérios estratégicos para decisão de adesão ao make or buy Nota-se que em ambas as pesquisas o critério mais relevante considerado pelos gestores é a variável custos, corroborando alguns teóricos ao ressaltarem que apesar da importância de decisões a respeito de quais etapas do processo produtivo ou os serviços que podem ser adquiridos de terceiros, muitas vezes estas decisões são baseadas em perspectivas de curto prazo e de custos (BAJEC; JACOMIN, 2010;KIRCHOFF;FOERSTL, 2016;MCIVOR, 2013). A busca pela redução de custos destaca-se como um dos principais motivadores nestas situações, almejando a melhoria do desempenho do negócio, visto que a organização se dedica em atividades das quais consegue fazer com maior qualidade, produtividade e menor custo, transferindo para terceiros aquelas atividades que não configuram sua competência essencial (BALS; KIRCHOFF;FOERSTL, 2016;ZHU, 2016;LEE, et al 2018;BAATARTOGTOKH;DUNBAR;ZYL, 2018;FERRUZZI, et al 2011).…”

Section: Análise Dos Dadosunclassified

Outsourcing Na Indústria Paranaense: Um Estudo Empírico

Anjos

Moura

Brito³

et al. 2018

RGO

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RESUMO:O outsourcing é considerado uma prática chave na organizações industriais e prestadoras de serviços, consiste na tomada de decisão estratégica entre produzir internamente produtos ou serviços ou comprar de fontes externas, objetivando a redução de custos e melhor desempenho. No entanto, antes de decidir pela aderência à prática, os gestores se veem diante de fatores que pesam na decisão, os quais demandam análise principalmente do impacto nas atividades operacionais da organização. Nesse contexto, a pesquisa objetivou investigar quais os critérios recorrentes para a tomada de decisão na adesão do outsourcing, na indústria paranaense sob a percepção dos gestores. Quanto aos delineamentos metodológicos a pesquisa é classificada como descritiva com enfoque quantitativo, a coleta de dados se deu por meio de questionário adaptado de Moschuris (2015), nos meses de junho e julho de 2016, a população e amostra foram extraídas do banco de dados da Federação das Indústrias do Paraná (FIEP), como amostra final foram analisadas 33 indústrias respondentes. Os resultados obtidos evidenciaram que dentre os 11 critérios estratégicos abordados, os itens de custos e qualidade foram considerados como mais relevantes na percepção dos gestores respondentes para tomada de decisão de adesão ou não ao outsourcing. Quanto as dimensões em que as decisões são tomadas, a mais importante foi considerada pelos gestores, foi a da complexidade, seguida de tecnologias e incertezas ambientais. Palavras-chave: Outsourcing. Produzir. Comprar. Redução de custos. Tomada de decisão. ABSTRACT:Outsourcing is considered a key practice in industrial organizations and service providers. It consists of making a strategic decision between producing products or services internally or buying from external sources, with the aim of reducing costs and improving performance. However, before deciding to adhere to the practice, managers are faced with factors that weigh in the decision, which demand analysis mainly of the impact on the Data de submissão: 16/01/2018. Data de aceite: 14/12/2018. Data de publicação: 17/12/2018.

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The impact of offshoring on knowledge‐intensive services: A study of activities in service production processes

Brandl

2019

Global Strategy Journal

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Research summary: In order to identify the impact of offshoring on knowledge‐intensive services (KIS), the activities related to the transfer and co‐creation of knowledge in the service production process are studied in this paper. The concepts of activity systems and activity structures from practice theory are used to analyze these activities. A qualitative case study of multiple offshored KIS shows that offshoring changes activity systems and structures within the production process. Activities related to the transfer of knowledge are reduced while the co‐creation of knowledge remains evident in the process. As a result, KIS become more modularized and less customized, evidencing changed KIS characteristics. The paper adds to service offshoring and international service management literature and extends practice theory. Managerial summary: This paper studies how knowledge‐intensive services (KIS) are impacted by a geographic relocation of the services across country borders. The relocation, termed offshoring, implies that the service client and provider are geographically separated and need to interact on a distance in order to produce the service. As the service production is dependent on the transfer of existing knowledge and co‐creation of new knowledge by clients and service providers, the geographic distance is challenging KIS production processes. An empirical analysis finds that the geographic distance is changing the way the services are produced. The transfer and co‐creation of knowledge are reduced leading to fewer interactions between clients and service providers, mainly knowledge coproduction remains important. These changes lead to altered KIS production processes and service characteristics.

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Exploring the reshoring and insourcing decision making process: toward an agenda for future research

Cited by 124 publications

References 75 publications

Why and how do firms reshore? A contingency-based conceptual framework

Why and how do firms reshore? A contingency-based conceptual framework

Outsourcing Na Indústria Paranaense: Um Estudo Empírico

The impact of offshoring on knowledge‐intensive services: A study of activities in service production processes

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