Make, Buy or Ally? Theoretical Perspectives on Knowledge Process Outsourcing Through Alliances

By Susan M. Mudambi, Stephen Tallman. 2010

211 citations recorded by the source corpus.

Subfields: Anthropology, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/34da41c5ae95765f1f819173a06d8f55fd655410

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. André Spithoven
2. P. Teirlinck
3. Mokter Hossain

In Strategy and Management

1. André Spithoven
2. P. Teirlinck
3. Mokter Hossain

Citations in the corpus

• Offshoring innovation to emerging markets: Organizational control and informal institutional distance (2014, unknown): “Failed efforts to source and produce relevant new knowledge can adversely impact the financial performance and survival of a firm (Mudambi & Tallman, 2010).”
• Internal capabilities, network resources and appropriation mechanisms as determinants of R&D outsourcing (2015, background): “Firms can be conceptualised as organisations in which individuals continuously and simultaneously take ‘make’ or ‘buy’ decisions (Jacobides and Billinger, 2006; Mudambi and Tallman, 2010).”
• An integrative typology of global strategy and global value chains: The management and organization of cross‐border activities (2020, unknown): “The increased complexity of MNE networks stretches the central analytical concept of firm governance from cost minimization to value optimization, especially when transactions involve knowledge exchanges (Mudambi & Tallman, 2010).”
• A 22 year review of strategic alliance research in the leading management journals (2016, unknown): “…& Monferrer, 2012; Yu, Subramaniam, & Cannella Jr, 2013), the relationship between internal and external cooperation (Hillebrand & Biemans, 2003; Mudambi & Tallman, 2010; Stettner & Lavie, 2013), small business alliances and networks (Gulati, Nohria, & Zaheer, 2000; Koka & Prescott, 2008; J.-W.…”
• Creating Value through Offshore Outsourcing: An Integrative Framework (2013, unknown): “…both proximate and distal benefits, such as improving productivity, incremental innovations, and particular dynamic capabilities that consistently improve competences in stable environments by increasing the efficiency of knowledge searches, absorption, and combination (Mudambi and Tallman, 2010).”