Drivers of the Offshore Outsourcing of R&D: Empirical Evidence from French Manufacturers

The pace of technological change and the challenges faced by companies to remain competitive in global markets have contributed to a global expansion of R&D transactions. This paper shows that French companies engaged in the offshore outsourcing of R&D are outward oriented essentially through exports. Further, single unit companies seem more active in this type of R&D transaction than companies belonging to a group. These findings suggest a stronger integration of small and medium size exporting companies into international networks of innovation. Technological sourcing seems to be leading this phenomenon more than cost-opportunities motivations.R&D Outsourcing, Offshore of Research and Development Activities, Globalization.

Should I make or should I buy? Innovation strategies and governance structures in the Italian food sector

This paper analyses the “make or buy” decision of food firms applied to innovation strategy using 389 Italian food firms data from the Unicredit 2007 database. We develop a set of hypothesis from three theoretical perspectives such as transaction cost economics, strategic management and resource-based view. Our paper aims at highlight whether or not different firm’s features can be linked to the decision to make or buy. We found out that these two decisions are positively interlinked. Moreover we also found out that it is difficult to indicate a clear-cut behaviour for the Italian food firms if we refer to making or buying decisions. We discuss these results and use them to bring some interesting outcomes to discuss managerial implications and/or policy interventions in this highly strategic domain

An evolutionary stage model of outsourcing and competence destruction : a Triad comparison of the consumer electronics industry

Outsourcing has gained much prominence in managerial practice and academic discussions in the last two decades or so. Yet, we still do not understand the full implications of outsourcing strategy for corporate performance. Traditionally outsourcing across borders is explained as a cost-cutting exercise, but more recently the core competency argument states that outsourcing also leads to an increased focus, thereby improving effectiveness. However, no general explanation has so far been provided for how outsourcing could lead to deterioration in a firm‟s competence base. We longitudinally analyze three cases of major consumer electronics manufacturers, Emerson Radio from the U.S., Japan‟s Sony and Philips from the Netherlands to understand the dynamic process related to their sourcing strategies. We develop an evolutionary stage model that relates outsourcing to competence development inside the firm and shows that a vicious cycle may emerge. Thus it is appropriate to look not only at how outsourcing is influenced by an organization‟s current set of competences, but also how it alters that set over time. The four stages of the model are offshore sourcing, phasing out, increasing dependence on foreign suppliers, and finally industry exit or outsourcing reduction. The evolutionary stage model helps managers understand for which activities and under which conditions outsourcing across borders is not a viable option. Results suggest that each of these firms had faced a loss of manufacturing competitiveness in its home country, to which it responded by offshoring and then outsourcing production. When a loss of competences occurred, some outsourcing decisions were reversed

The Internet's Effects on Global Production Networks: Challenges and Opportunities for Managing in Developing Asia

Placing global production networks (GPN) on the Internet poses a fundamental challenge, but also creates new opportunities for managing in Developing Asia. Network flagships can now select best-performing suppliers on a global scale, increasing the pressure on Asian suppliers. But the transition form EDI to the Internet may also provide new opportunities for Asian suppliers, by reducing barriers to network entry, and by enhancing knowledge diffusion. A conceptual framework is introduced to assess how the Internet reshapes business organization and GPN. That framework is applied to one of the role models of managing in Asia, Taiwan's Acer Group. The paper highlights a vicious circle that must be broken to reap the benefits of the Internet: Asian firms must reduce a huge efficiency gap between manufacturing and the management of supporting digital information systems (DIS). The challenge is to embrace the Internet as flexible infrastructures that support not only information exchange, but also knowledge sharing, creation and utilization. The Internet facilities this task: it provides new opportunities for the outsourcing of mission-critical support services.

Outsourcing Back Office Services in Small Nonprofits: Pitfalls and Possibilities

Presents findings on small nonprofits' administrative, finance, and other office support needs; reasons and conditions for outsourcing as well as barriers; methods for evaluating options; and guiding principles. Examines three business models

Foreign Outsourcing: Economic Implications and Policy Responses

Foreign outsourcing--the importing of some intermediate product (i.e., a portion of a final product or some good or service needed to produce a final product) that was once produced domestically--is not a new phenomenon, nor is it one that is economically distinct from other types of imports in terms of its basic economic consequences. A steadily rising level of trade in intermediate products is one of the salient characteristics of U.S. trade and world trade for the last 30 years. It has been estimated that as much as a third of the growth of world trade since 1970 has been the result of such outsourcing worldwide. While foreign outsourcing may seem different from traditional notions of trade in that it involves exchange of a productive resource (capital or labor) rather than an exchange of a final good and service, the ultimate economic outcome is exactly the same: a net increase in economic efficiency through the elimination of economic inefficiencies that occur when countries use only the productive resources found within their borders. This gain is not likely to be achieved, however, without causing costly disruptions for the particular workers and sectors tied to the now-imported good

Contestability in public services - an alternative to outsourcing

The public don’t like monopolies. And they are suspicious of them in the public sector as well as the private sector. Sometimes there is no other way of organising the production and delivery of goods and services, but we all know from experience that monopolies are generally unresponsive to the needs of customers and service users, and they pay too much attention to the convenience of management and staff. On the other hand, we are also worried about the use of competition and outsourcing in the delivery of public services. The public want social services to be delivered by people who are motivated by a desire to serve. They worry about the profit motive. And they are concerned that public servants may be outwitted by commercially-savvy contractors. This paper argues that there is a middle way between monopoly and market-testing. It is possible to use performance benchmarking and the prospect of prompt intervention in case of underperformance to drive increased efficiency and effectiveness, while also recognising the importance of a public service ethos, and the value embedded in many of the systems, processes and relationships through which these services are currently delivered. That middle way is contestability