Knowledge Transfer and Quality Practices in the Implementation of a Sourcing Capability Model

This study adopts a knowledge transfer framework to examine the implementation and assimilation of a process improvement program for outsourcing service providers. Our theoretical model identifies the factors affecting knowledge transfer during both the initial implementation stage and the subsequent stage of full assimilation of improved outsourcing processes into organizational practice. We evaluate our theoretical model using detailed archival data collected on the implementation of an outsourcing capability model in the offshore delivery center of a large service provider. Findings indicate that knowledge transfer characteristics affect the time to implement the improved processes in the delivery center, but do not significantly relate to the likelihood of full assimilation. We also find an unexpected curvilinear relationship between implementation time and assimilation success such that processes with very low or very high implementation times are more likely to be fully assimilated