Human resource challenges of global offshoring

Foulkes, Fred K.; Vachani, Sushil; Zaslow, Jennifer

doi:10.1504/ejim.2008.019698

Cited by 2 publications

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“…For example, as the information revolution has made it possible for multinational enterprises to implement radical cost savings through 'offshoring', by reconfiguring their value chains, the asymmetric effects on stockholders, consumers, and workers in different countries have led to protectionist calls for government action to change the institutional environment for trade in services. This has consequences for multinational enterprises, which are challenged as it is by the need to formulate offshoring strategies to effectively align their resources with opportunities (Foulkes et al, 2005). It also has implications for the workforce in home and host countries (Foulkes et al, 2006;Mann, 2005).…”

Section: Resultsmentioning

confidence: 99%

Introduction

Vachani¹

2006

Transformations in Global Governance

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The world of multinational enterprises is changing dramatically. Their complex and dynamic international context presents them with special challenges, threatening their survival on one hand, and presenting them with unprecedented opportunities on the other. Global governance, which affects the way business is conducted, is undergoing significant transformation, and multinationals' ability to rely on traditional sources of competitive advantage is at risk. The changes in global governance affecting multinationals' strategies, and their impact on society, stem from a number of factors. One principal factor is the formation and evolution of intergovernmental organizations, such as the World Trade Organization (WTO), and various agreements pertaining to trade, environment, labor, competition or investment. Another, equally important, factor is the rise of non-governmental organizations (NGOs), which have a significant impact on strategies of multinational enterprises, governments and intergovernmental organizations (Doh and Teegen, 2003; Teegen et al., 2004; Vachani and Smith, 2004). Both are integral to the process of globalization. GLOBALIZATION Globalization implies intercontinental interconnectedness among people, companies, governments, NGOs, and society in general. It is manifested in relatively large and unfettered flows of trade, capital, technology, ideas and people. 1 Globalization creates benefits and pressures of different kinds for a number of stakeholders, and has changed the role of governments, intergovernmental organizations and NGOs in global governance. Multinationals are affected by these transformations, but also contribute to them. Globalization is not a recent phenomenon. During the first era of globalization, between 1870 and 1914, countries were increasingly linked by trade, investment and migration (World Bank, 2002). Between 1914 and 1945, with two world wars and the great depression, nationalism rose and

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Section: Resultsmentioning

confidence: 99%

Introduction

Vachani¹

2006

Transformations in Global Governance

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Control and optimization of workforce outsourcing decisions

Nilakantan¹

2022

IMA Journal of Management Mathematics

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With outsourcing of work having become ubiquitous, and more importantly, given its potential to become controversial, the need for such outsourcing decisions to be drafted carefully, managed effectively and controlled accurately cannot be underscored. In this context, this paper has constructed a mathematical model of organizations with ‘outsource’ employees to study the problem of the monitoring and control of the extent of outsourcing, and the number and distribution of outsource manpower. Control policies for maintaining desired blends of internal and outsource manpower have been mathematically derived, thereby obviating the need for further statistical validation. The cost savings that could be expected to accrue due to outsourcing, as also the problem of optimal outsourcing have been investigated and illustrated with numerical examples. This paper thereby studies a problem of contemporary relevance and importance, and organizations could use the suggested models as a decision-making tool, to generate alternative trade-off scenarios between cost savings due to outsourcing on the one hand, and the need to restrict the extent of outsourcing on the other.

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Human resource challenges of global offshoring

Cited by 2 publications

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Control and optimization of workforce outsourcing decisions

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