Global Outsourcing and Offshoring

Review of the hardback: 'This is an intriguing book. We have all heard about the rise of offshoring and outsourcing. Here, Contractor, Kumar, Kundu and Pedersen provide detailed and systematic evidence of how pervasive and invasive these trends have become. They also shed light on the consequences of offshoring and outsourcing - for the strategies of multinational corporations, for the policymakers who seek to attract overseas investment, and for our academic theories that seek to understand the nature of foreign investment and the sources of competitive advantage. This book is thoroughly researched and well written. It presents a bold and thought-provoking set of ideas about the future shape and size of the multinational corporation.' Julian Birkinshaw, London Business School

• List of figures; List of tables; List of contributors; Preface; Part I. Conceptual Frameworks and Theories: 1. Global outsourcing and offshoring: in search of the optimal configuration for a company Farok J. Contractor, Vikas Kumar, Torben Pedersen and Sumit Kundu; 2. Globalization of R&D: offshoring innovative activity to emerging economies Ashok Bardhan and Dwight Jaffee; 3. A theory of the outsourcing firm Dave Luvison and Mike Bendixen; Part II. The Offshoring and Outsourcing of R&D and Innovative Activities: 4. Blurring firm R&D boundaries: integrating transaction costs and knowledge-based perspectives Andrea Martinez-Noya and Esteban Garcia-Canal; 5. Outsourcing, fragmentation and integration: the pharmaceutical industry Janis K. Kapler and Kimberly A. Puhala; 6. Towards a better understanding of multinational enterprises' R&D location choices Ana Colovic; 7. Does R&D offshoring displace or strengthen knowledge production at home? Evidence from OECD countries Lucia Piscitello and Grazia D. Santangelo; 8. Innovation across firm boundaries: a knowledge based view Salma Alguezaui and Raffaele Filieri; 9. Suitable organization forms for knowledge management at various R&D functions in decentralized and cooperative R&D networks Hsing Hung Chen; Part III. Management Issues in Offshoring and Virtual Teamwork: 10. Changing work practices: acceptance of virtual work among knowledge professionals engaged in offshoring activities Elisa Mattarelli and Maria Rita Tagliaventi; 11. Managing globally disaggregated teams: the role of organizational politics Shahzad M. Ansari, Jatinder S. Sidhu, Henk W. Volberda and Ilan Oshri; Part IV. Empirical Analyses and Case Studies of Outsourcing and Offshoring: 12. Offshoring of high-value functions: a case study of US-India trade in medical transcription services Nir Kshetri and Nikhilesh Dholakia; 13. Offshoring of IT and business, professional and technical services: the recent experience of the United States Thomas J. Norman and Mahmood A. Zaidi; 14. Outsourcing human resource activities Thomas J. Norman; 15. Managing core outsourcing to address fast market growth: a study of an Indian mobile telecom service provider Raghunath Subramanyam; 16. Imitative offshoring strategies: lessons learnt from Italian small domestic appliance industry Gabriella Lojacono and Olga Annushkina; Index.