Offshore outsourcing and innovation capabilities in the supply base: evidence from software firms in Bangalore

Lema, Rasmus

doi:10.1504/ijtlid.2014.064701

Cited by 9 publications

(8 citation statements)

References 48 publications

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“…In the Brazilian auto industry, subsidiaries of multinationals and local suppliers have attained capabilities for Platform development based on R&D (Quadros, 2012). In the Indian software industry, foreign and local suppliers have proven capabilities in high level design (Lema, 2014).…”

Section: Advances In Building Innovation Capabilitiesmentioning

confidence: 99%

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Reorganising global value chains and building innovation capabilities in Brazil and India

2015

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a b s t r a c tThis paper is concerned with global shifts in innovation power. It shows that Brazil and India are accumulating significant innovation capabilities. Most explanations concentrate on factors within these rising powers. This paper concentrates on explanatory factors which have their origin in the old powers (Europe and USA). In order to understand the build-up of innovation capabilities in Brazil and India, it examines their linkages with firms in Europe and USA, concentrating on the value chains which connect them. It shows how the organisational decomposition of the innovation process emanating from the old powers contributes directly and indirectly to the build-up of innovation capabilities in the new powers. The empirical evidence comes from the Brazilian auto and the Indian software industry and the value chains which link them to the United States and Germany. Two very different industries show a core of common findings on processes which contribute to building advanced innovation capabilities in India and Brazil.

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Section: Advances In Building Innovation Capabilitiesmentioning

confidence: 99%

“…Wipro -Lean Software FrameworkSource:Lema et al (2012) based on authors' fieldwork detailed inLema (2014) andQuadros (2012). Note: Listed alphabetically according to ownership (at time of fieldwork).worldwide.…”

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confidence: 99%

Reorganising global value chains and building innovation capabilities in Brazil and India

2015

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“…ICT services provide stable revenue while the development of new products can provide substantial profit margins (Bonaccorsi et al 2006;Tanriverdi and Lee 2008;Sanio and Marjakoski 2009;Suarez et al 2013). Other studies frame success as the ability of ICT firms to develop robust technical, managerial, and marketing and client relations capabilities (Banerjee, 2003;Athreye, 2005;Ethiraj et al, 2005;Chaminade and Vang, 2008b;Li et al, 2010;Lema, 2014;Rose and Furneaux, 2016). Athreye (2005), for example, shows that the success of Indian outsourcing firms hinged on the development of managerial capabilities that enable large software development teams to deliver quality ICT services to firms located anywhere in the world.…”

Section: Technology Upgrading: Firm-level Capability Developmentmentioning

confidence: 99%

Windows of opportunities for catching up: an analysis of ICT sector development in Ukraine

2020

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Following long-standing calls to investigate information and communication technology (ICT) sector development in lesser-developed economies, this study examines the sector's rapid emergence in Ukraine utilizing a catch-up cycle conceptual framework. Ukraine is a unique case due to the country's location in Eastern Europe, the sector's explosive growth within an otherwise stagnant economy, and related disconnectedness to other economic sectors. This study finds that the confluence of several windows of opportunity spurred an entrepreneurial response among hundreds of firms. However, most of these firms focus on low value-added segments of the ICT global value chain and lack the managerial and technical capabilities to compete globally, much less develop new products and services. As the global ICT services sector evolves, multi-level interventions are required to maintain the sector's growth trajectory and realize the economic and social benefits normally associated the development of a domestically inter-connected ICT sector. In order for Ukraine to secure its digital future, it must seize windows of opportunity in the global and European data economy.

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“…There have been other attempts to link GVC and business theory (De Marchi, Di Maria, & Ponte, 2014;Humphrey, 2014;Lema, 2014;Narula & Wahed, 2017), along with efforts to connect GVC and innovation theory (De Marchi, Giuliani, & Rabellotti, 2017;Keijser & Iizuka, 2018;Pietrobelli & Staritz, 2018;Tajoli & Felice, 2018), but there are differences in the two approaches. Whereas business theories, particularly the strategy approach, emphasize agency, this is a weak point in the GVC literature, which puts greater emphasis on structure and constraints on action.…”

Section: Efforts To Integrate the Four Areasmentioning

confidence: 99%

Global Value Chains, Business Networks, Strategy, and International Business: Convergences

Humphrey¹,

Todeva²,

Eduardo³

et al. 2019

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Purpose-The purpose of this paper is to clarify the distinction between Global Value Chains and selected strands of the business literature: business networks, strategy, and international business. These four research areas have starting questions that are often different and the audiences they address also differ. There have been attempts to establish links across these theories, but these are exceptions rather than the rule. Design/methodology/approach-The basic principles and concepts of the four areas are identified. The results are used to develop a summary matrix of the approaches. The methodological path is inductive and inferential, as the task involves searching for similarities, complementarities, and overlaps across the four social science disciplines. Findings-The literature of the studied fields overlaps on the issues they are trying to understand, even if they do not use identical terminology. The four areas advocate the same principle in understanding the organizational field: complexity. Firms are triggered to enter into exchange with other companies. Originality/value-The theoretical contribution of this article is based on the idea that although the four research fields-GVC, Business Networks, Strategy, and International Business-advance independently from each other, common origins can be observed, allowing for a set of common propositions.

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Offshore outsourcing and innovation capabilities in the supply base: evidence from software firms in Bangalore

Cited by 9 publications

References 48 publications

Reorganising global value chains and building innovation capabilities in Brazil and India

Reorganising global value chains and building innovation capabilities in Brazil and India

Windows of opportunities for catching up: an analysis of ICT sector development in Ukraine

Global Value Chains, Business Networks, Strategy, and International Business: Convergences

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