Reflections upon “Sizing the Emerging Global Labor Market”

Dossani, Rafiq; Kenney, Martín

doi:10.5465/amp.2006.23270305

Cited by 27 publications

(11 citation statements)

References 1 publication

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Offshoring facilitates the development of new business models (Venkatraman, 2004; Dossani & Kenney, 2006) and organizational forms (Lewin & Manning, 2007). As an example, Cisco Systems recently established “Cisco East” in Bangalore, India, as the new hub for Cisco‐wide innovation by creating a parallel corporate structure under the leadership of the first globalization officer of the company (Lewin & Manning, 2007).…”

Section: Offshoring and Interorganizational Relationshipsmentioning

confidence: 99%

Offshoring and Cross‐Border Interorganizational Relationships: A Justice Model*

Beugré

Acar

2008

Decision Sciences

View full text Add to dashboard Cite

In this article, we develop an interorganizational justice model to explain cross-border interorganizational relationships. The model contends that cultural distance (construed as the cultural differences between offshoring partners) would influence behavioral uncertainty and the boundary spanners' perceptions of justice. Specifically, the model predicts that high levels of behavioral uncertainty are likely to reduce relational commitment, whereas low levels of behavioral uncertainty are likely to enhance relational commitment. However, boundary spanners' perceptions of distributive, procedural, and interactional justice would mitigate the negative impact of behavioral uncertainty on relational commitment. The model also predicts that culturally similar boundary spanners would be more likely to share similar perceptions of distributive, procedural, and interactional justice than culturally dissimilar boundary spanners. This model has implications for further theoretical discussion and empirical research as well as management practice. Managers could use the interorganizational justice model to assess shared perceptions of justice among boundary spanners and develop transcultural justice competencies. Subject Areas: Behavioral Uncertainty, Cultural Distance, Interorganizational Relationships, Offshoring, Organizational Justice, Relational Commitment, and Relational Outcome. * The thorough and constructive comments of two reviewers and the thoughtful guidance of our associate editor are gratefully acknowledged. † Corresponding author. 445 446

show abstract

Section: Offshoring and Interorganizational Relationshipsmentioning

confidence: 99%

Offshoring and Cross‐Border Interorganizational Relationships: A Justice Model*

Beugré

Acar

2008

Decision Sciences

View full text Add to dashboard Cite

show abstract

“…Only 7 years ago the consensus among most observers was that the Indian software industry was characterized by low skill levels, with little prospect of significant upgrading to higher value‐added activities (Arora, Arunashalam, Asundi, & Fernandes, 2001; D'Costa, 2003; Parthasarathi & Joseph, 2002). This article describes the current situation in India for offshoring, and finds that in India, firms are rapidly increasing their higher value‐added service provision to the global economy (Dossani & Kenney, 2003, 2007a,b; Lewin & Peters, 2006a; McKinsey Global Institute, 2005). In many respects, given the history of other nations and learning‐by‐doing through international trade, it was remarkable that the pessimists believed the Indian labor force would be incapable of learning and acquiring greater capabilities.…”

Section: Introductionmentioning

confidence: 99%

Service Provision for the Global Economy: The Evolving Indian Experience

Dossani

Kenney

2009

Review of Policy Research

Self Cite

View full text Add to dashboard Cite

show abstract

“…The offshoring literature has studied various aspects of resources and capabilities, including the importance of resource differences between locations, particularly in terms of human resources (e.g. Dossani and Kenney, 2006). Jensen and Pedersen (2011) studied the skill-sets sought after in offshoring.…”

Section: Resources and Task Execution In Offshoringmentioning

confidence: 99%

The reconfiguration of service production systems in response to offshoring

Brandl

Mol

Petersen

2017

IJOPM

View full text Add to dashboard Cite

The reconfiguration of service production systems in response to offshoring -A practice theory perspectivePurpose -A service production system has a structure composed of task execution, agents performing tasks and a resulting service output. This paper aims to understand how such a service production system changes as a consequence of offshoring.Design/methodology/approach -Drawing on practice theory the paper investigates how offshoring leads to reconfiguration of the service production system. Through a multiple case methodology, we demonstrate how agents and structures interact during reconfiguration.Findings -The paper analyses the reconfiguration of components of a service production system in response to change ignited by offshoring. We find recurring effects between structures that enable and constrain agents and agents who shape the structure of the production system.Research limitations/implications -The paper offers a novel contribution to the service operations management literature by applying practice theory. Moreover, we propose a detailed, activity-driven view of service production systems and service offshoring. We contribute to practice theory by extending its domain to operations management.Practical implications -Service production systems have the ability to self-correct any changes inflicted through offshoring of the systems, which helps firms that offshore.Originality/value -The paper proposes a novel representation of the service production system and describes how it responds to offshoring. We contribute by applying practice theory to the service operations management field and offshoring. We inform service professionals and offshoring managers.

show abstract

Reflections upon “Sizing the Emerging Global Labor Market”

Cited by 27 publications

References 1 publication

Offshoring and Cross‐Border Interorganizational Relationships: A Justice Model*

Offshoring and Cross‐Border Interorganizational Relationships: A Justice Model*

Service Provision for the Global Economy: The Evolving Indian Experience

The reconfiguration of service production systems in response to offshoring

Contact Info

Product

Resources

About