Global Outsourcing and Offshoring: An

Global Outsourcing and Offshoring deals with some of the most fundamental structural and organizational issues facing many companies today. It considers two key strategic decisions, firstly Outsourcing: which activities or functions should be kept in-house versus outsourced; and Offshoring: in which nation is a particular function or operation best performed? These are interrelated and simultaneous decisions that are changing the spatial and organizational configuration of entire industries. The book integrates academic theories from diverse fields, including Economics, Strategy, and Industrial Organization. Contributions are drawn from scholars from 11 nations, who relate theory to practice in the pharmaceutical, automobile, medical records, appliances, human resource management, and telecommunications fields.

List of figures	p. viii
List of tables	p. ix
List of boxes	p. xii
Notes on contributors	p. xiii
Preface: the reconfiguration of the world economy	p. xxv
Conceptual frameworks and theories	p. 1
Global outsourcing and offshoring: in search of the optimal configuration for a company	p. 3
Globalization of R&D: offshoring innovative activity to emerging economies	p. 48
A theory of the outsourcing firm	p. 73
The offshoring and outsourcing of R&D and innovative activities	p. 105
Blurring firm R&D boundaries: integrating transaction costs and knowledge-based perspectives	p. 107
Outsourcing, fragmentation, and integration: the pharmaceutical industry	p. 137
Towards a better understanding of multinational enterprises' R&D location choices	p. 168
Does R&D offshoring displace or strengthen knowledge production at home? Evidence from OECD countries	p. 191
Innovation across tech-firms' boundaries: a knowledge-based view	p. 210
Suitable organization forms for knowledge management at various R&D functions in decentralized and cooperative R&D networks	p. 239
Management issues in offshoring and virtual teamwork	p. 265
Changing work practices: acceptance of virtual work among knowledge professionals engaged in offshoring activities	p. 267
Managing globally disaggregated teams: the role of organizational politics	p. 297
Empirical analyses and case studies of outsourcing and offshoring	p. 325
Offshoring of high-value functions: a case study of US-India trade in medical transcription services	p. 327
Offshoring of IT and business, professional, and technical services: the recent experience of the United States	p. 355
Outsourcing human resource activities	p. 378
Managing core outsourcing to address fast market growth: a study of an Indian mobile telecom service provider	p. 402
Imitative offshoring strategies: lessons learnt from the Italian small domestic appliance industry	p. 411
Index	p. 449
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Global Outsourcing and Offshoring: An Integrated Approach to Theory and Corporate Strategy

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