New Silicon Valleys or a new species? Commoditization of knowledge work and the rise of knowledge services clusters

Manning, Stephan

doi:10.1016/j.respol.2012.06.011

Cited by 52 publications

(26 citation statements)

References 88 publications

(206 reference statements)

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“…We investigate 4PL as a support mechanism that enables firms within the cluster to acquire operational capabilities and increase their competitiveness within developing countries. Furthermore, within developing countries, studies may have discussed how knowledge systems and technology influence long-term competitiveness (Bell and Albu, 1999;Giuliani, 2013;Manning, 2013) or technological capabilities (Wang and Zhou, 2013), but the role of 4PL in operational capabilities has not been studied. In this regard, our study particularly states the importance "creativity and innovation ability" and "supply chain flexibility" in the use of 4PL for industrial cluster competitiveness in the developing countries' context.…”

Section: Theoretical and Managerial Contributionmentioning

confidence: 99%

4th party logistics service providers and industrial cluster competitiveness

Subramanian

Gunasekaran

Παπαδόπουλος

et al. 2016

Industr Mngmnt & Data Systems

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Purpose -Firms within industrial clusters are subject to challenges such as globalization, limited resources, volatility of international markets and financial instabilities. 4th party logistics (4PL) service providers are supporting individual firms to overcome such challenges by using collaborative operational capabilities from within an industrial cluster to their enhance competitiveness. The purpose of this paper is to focus on China and proposes a collaborative operational capabilities framework to illustrate the role of 4PL in industrial cluster competitiveness. Design/methodology/approach -The paper follows an extensive literature review and structured interviews in two types of clusters, drawing on resource-based view and importance-performance matrix analysis. Findings -The paper proposes six elements (that is, synergy of logistics, expansion of industrial chain, financial ability, creativity and innovation ability, cooperation of companies and flexibility of supply chain) that comprise collaborative operational capabilities, and highlights the role of "creativity and innovation ability" and "supply chain flexibility" in the use of 4PL for industrial cluster competitiveness in Chinese context. Research limitations/implications -The paper focusses on China and hence it could also be tested in the developed countries' context with the support of large-scale empirical data to investigate further its usefulness and to identify other constraints. Originality/value -The study contributes to the 4PL literature in that it proposes a framework that extrapolates the importance of 4PL in industrial cluster competitiveness in China.

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Section: Theoretical and Managerial Contributionmentioning

confidence: 99%

4th party logistics service providers and industrial cluster competitiveness

Subramanian

Gunasekaran

Παπαδόπουλος

et al. 2016

Industr Mngmnt & Data Systems

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“…By establishing globally distributed talent access points, providers are positioned to access and provide various resources and thus facilitate the GDM delivery. For example, while competition for talent at particular locations has increased which has led to increasing diseconomies of agglomeration in certain regions such as Bangalore, India (Manning, 2013), the ability to access different locations generates advantages vis-à-vis clients who will find it more costly to set up captive operations granting the same strategic and operational advantages.…”

Section: Client Demand For Qualified Personnelmentioning

confidence: 99%

Global delivery models: The role of talent, speed and time zones in the global outsourcing industry

2015

Self Cite

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Abstract:We investigate antecedents and contingencies of location configurations supporting global delivery models (GDMs) in global outsourcing. GDMs are a new form of IT-enabled client-specific investment promoting services provision integration with clients by exploiting client proximity and time-zone spread allowing for 24/7 service delivery and access to resources. Based on comprehensive data we show that providers are likely to establish GDM configurations when clients value access to globally distributed talent pools and speed of service delivery, and in particular when services are highly commoditized.Findings imply that coordination across time zones increasingly affects international operations in business-to-business and born-global industries.

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“…For instance, in the 1930s, the largest European and US firms located about 7 per cent of their R&D abroad, and the proportion has steadily increased, since the 1960s, in technologically intensive industries (Teece, 2014;Cantwell, 1995). Also, offshoring of such knowledge work was an emerging business practice of particular importance (Manning, 2013;Horvit, 2004). According to Lewin et al (2009), offshoring refers to "the process of sourcing and coordinating tasks and business functions across national borders" and "to sourcing rather than sales activities, and it supports global or domestic rather than local operations".…”

Section: Offshoring Innovationmentioning

confidence: 99%

Strategic challenges of outsourcing innovation in global market

Yeo

Saboori-Deilami

2017

APJIE

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Purpose The purpose of this study is to theoretically clarify under which circumstances MNCs should outsource the innovation function. In the globalization era, multinational companies (MNCs) face the challenge of making a strategic decision. They ought to adjudicate upon outsourcing the research and development, i.e. innovation function and bearing the risks of it, or keeping innovation function in house and paying the price of this decision. This decision becomes more crucial when the host country has dissimilar characteristic and high uncertainty compared to the home country. Design/methodology/approach This study is among the very first studies that evaluate the issue of outsourcing innovation for MNCs from a transaction cost economics (TCE) theoretical perspective. By setting forward propositions that serve as a guideline for conditions in which MNCs should outsource innovation, this paper contributes to innovation, new product development, global business and, last but not least, to the TCE literature. This study also provides managerial implications and avenues of future research for academicians. Findings This study shows that heterogeneity between the home and host country affects the autonomy of the innovation at the host country; this autonomy in turn leads to higher transaction cost, and finally, transaction cost is the main determinant of the decision on whether to outsource the innovation. Originality/value This study fills this gap by looking at the problem of outsourcing innovation from a TCE theoretical perspective and, based on an extensive literature review, puts forward a set of propositions that clarify under which circumstances MNCs should outsource the innovation function.

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New Silicon Valleys or a new species? Commoditization of knowledge work and the rise of knowledge services clusters

Abstract: Article (Accepted Version) http://sro.sussex.ac.uk Manning, Stephan (2013) New Silicon Valleys or a new species? Commoditization of knowledge work and the rise of knowledge services clusters. Research Policy, 42 (2). pp. 379-390.

Cited by 52 publications

References 88 publications

4th party logistics service providers and industrial cluster competitiveness

4th party logistics service providers and industrial cluster competitiveness

Global delivery models: The role of talent, speed and time zones in the global outsourcing industry

Strategic challenges of outsourcing innovation in global market

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