Browsing Department of Strategic Management and Globalization (SMG) by Author "Ørberg Jensen, Peter D."
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A strategic management analysis on activity levelØrberg Jensen, Peter D.; Petersen, Bent (Frederiksberg, 2011)[More information][Less information]
Abstract: In this exploratory study we take a strategic management approach to global sourcing of advanced services. We discuss in which ways conventional sourcing differs from strategic sourcing and what impels firms to aim for the latter (or, prevent them from doing so). Potentially, strategic global sourcing of services has high returns, but is also associated with high risks and needs for organizational changes. Strategic global sourcing may therefore be outside firms’ “comfort zone” – a composite of organizational knowledge transferability, structural inertia, managers’ risk preferences, and – most interesting in a strategic management perspective ‐ their ability to mitigate risks of strategic global sourcing. One important risk reducing measure is internalization of (out)sourced service activities. Many firms instigate global sourcing via conventional offshore outsourcing. However, as the human asset specificity of the outsourcing operation increases, firms are pulled out of their comfort zones and a desire for internalization arises. An illustrative company case gives suggestions as to how, in practice, internalization may be accomplished without losing valuable human assets held by the local service providers. URI: http://hdl.handle.net/10398/8487 Files in this item: 1
oerberg_jensen_petersen_2011_2.pdf (352.2Kb) -
A strategic management analysisØrberg Jensen, Peter D.; Petersen, Bent (Frederiksberg, 2011)[More information][Less information]
Abstract: In this exploratory study we take a strategic management approach to global sourcing of advanced services. We discuss in which ways conventional sourcing differs from strategic sourcing and what impels firms to aim for the latter (or, prevent them from doing so). Potentially, strategic global sourcing of services has high returns, but is also associated with high risks and needs for organizational changes. Strategic global sourcing may therefore be outside firms’ “comfort zone” – a composite of organizational knowledge transferability, structural inertia, managers’ risk preferences, and – most interesting in a strategic management perspective ‐ their ability to mitigate risks of strategic global sourcing. One important risk reducing measure is internalization of (out)sourced service activities. Many firms instigate global sourcing via conventional offshore outsourcing. However, as the human asset specificity of the outsourcing operation increases, firms are pulled out of their comfort zones and a desire for internalization arises. An illustrative company case gives suggestions as to how, in practice, internalization may be accomplished without losing valuable human assets held by the local service providers. URI: http://hdl.handle.net/10398/8494 Files in this item: 1
oerberg_jensen_petersen_2011.pdf (357.2Kb) -
A Strategic Management Analysis on Activity‐levelØrberg Jensen, Peter D.; Petersen, Bent (Frederiksberg, 2011)[More information][Less information]
Abstract: In this exploratory study we look at human asset aspects of offshore outsourcing of services that over time become more advanced and strategic potent to the outsourcing firms. As a consequence, the outsourcing firms might want to internalize the operations. We focus on the ways that outsourcing firms may transfer key personnel of local service providers to whollyowned subsidiaries. We argue that a felt need for applying more powerful incentives on key personnel of the service provider ‐ to harness and empower the sourcing operation ‐ may in itself be a motive for, and key driver of, the internalization process. URI: http://hdl.handle.net/10398/8242 Files in this item: 1
SMG_Working Paper_1_2011.pdf (450.7Kb) -
Ørberg Jensen, Peter D.; Pedersen, Torben (København, 2007)[More information][Less information]
Abstract: In this article, we explore the idea that offshoring of services and technical work should be regarded as a dynamic process that evolves over time. Firms gradually move from offshoring of simple, standardized activities towards offshoring of advanced activities when they accumulate experience with offshoring, and this type of offshoring comes with an entirely different set of characteristics compared to traditional, cost-seeking offshoring. Based on a unique survey among the total population of firms in the eastern region of Denmark, we analyze some of the dynamics of this process through a model that incorporates two different aspects of the process of offshoring. First, we approach the question of whether to offshore and establish a baseline that investigates the determinants of firms’ participation—or lack thereof—in offshoring. Secondly, we approach the question of what to offshore and the subsequent process of offshoring, as we analyze the determinants of the offshoring of advanced, highend technical, and service activities. The findings are consistent with the notion of offshoring as a dynamic process as they show how some (cost-related) determinants play a role when firms first engage in offshoring, while rather different determinants matter for the subsequent process of offshoring of advanced activities. Although the model portrays a simplified expression of the offshoring process with two stages, the findings underpin our view that a process perspective on offshoring is a useful analytical framework. Keywords: Offshoring dynamics, and service offshoring URI: http://hdl.handle.net/10398/7419 Files in this item: 1
Now showing items 1-4 of 4