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Selecting the governance mode when offshoring knowledge-intensive activities

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dc.affiliation.dptoUC3M. Departamento de Economía de la Empresaes
dc.affiliation.institutoUC3M. Instituto de Iniciativas Empresariales y Empresa Familiar Conde de Campomaneses
dc.contributor.authorPaz Aparicio, Carmen
dc.contributor.authorMuñoz-Bullón, Fernando
dc.contributor.authorSánchez-Bueno, María José
dc.contributor.authorRicart, Joan E.
dc.contributor.funderComunidad de Madrides
dc.contributor.funderMinisterio de Economía y Competitividad (España)es
dc.date.accessioned2021-05-24T11:27:15Z
dc.date.available2021-05-24T11:27:15Z
dc.date.issued2018-10
dc.description.abstractThe offshoring phenomenon has evolved in recent years, and can be understood from a threefold perspective: first, the evolution in the type of activity being offshored; second, the learning curve involving both the companies implementing offshoring and service providers; and third, the reasons for offshoring. This study proposes an empirical framework that will allow us to explore the interaction between the type of activity (specifically knowledge-intensive) and the drivers of the decision to select the most appropriate governance mode. Specifically, our results show that market-seeking drivers become the primary determinants prompting firms to offshore knowledge-intensive activities through a captive center. In contrast, the motivation to reduce costs moderates the decision to offshore knowledge-intensive activities by nurturing a preference for offshore outsourcing. The empirical evidence is supported by multi-country data from the Offshoring Research Network.en
dc.description.sponsorshipThe authors appreciate thefinancial support received from theSpanish Ministry of Economy and Competitiveness through ECO2016-75379-R, the Regional Government of Madrid and European Social Fund through S2015/HUM-3353 (EARLYFIN-CM), the "Carl Schroeder Chair" and the Research Division of IESE Business School, Spain.en
dc.format.extent13es
dc.identifier.bibliographicCitationJournal of purchasing and supply management, 24(4), Oct. 2018, Pp. 275-287en
dc.identifier.doihttps://doi.org/10.1016/j.pursup.2018.10.001
dc.identifier.issn1478-4092
dc.identifier.publicationfirstpage275es
dc.identifier.publicationissue4es
dc.identifier.publicationlastpage287es
dc.identifier.publicationtitleJournal of Purchasing and Supply Managementen
dc.identifier.publicationvolume24es
dc.identifier.urihttps://hdl.handle.net/10016/32730
dc.identifier.uxxiAR/0000022938
dc.language.isoengen
dc.publisherElsevier Ltd.en
dc.relation.projectIDGobierno de España. ECO2016-75379-Res
dc.relation.projectIDComunidad de Madrid. S2015/HUM-3353/EARLYFIN-CMes
dc.rights© 2018 Elsevier Ltd. All rights reserved.en
dc.rightsAtribución-NoComercial-SinDerivadas 3.0 España*
dc.rightsThis work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.en
dc.rights.accessRightsopen accessen
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/es/*
dc.subject.ecienciaEconomíaes
dc.subject.ecienciaEmpresaes
dc.subject.otherCaptive offshoringen
dc.subject.otherInternational sourcingen
dc.subject.otherOffshoring driversen
dc.subject.otherOffshoring governance modesen
dc.subject.otherOffshoring knowledge-intensive activitiesen
dc.subject.otherOffshore outsourcingen
dc.titleSelecting the governance mode when offshoring knowledge-intensive activitiesen
dc.typeresearch article*
dc.type.hasVersionAM*
dspace.entity.typePublication
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