Offshoring Work: Business Hype or the Onset of Fundamental Transformation?

By Arie Y. Lewin, Carine Peeters. 2006

210 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4672b3ef3b4add063c12e83f44f6151cdcbc93a9

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Offshoring and the global distribution of work: Implications for task interdependence theory and practice (2009, background): “At the strategic level, firms evaluate the reasons for and risks of distributing work at global distances; investigate the investment, resources, governance, cultural, infrastructure, and regulatory issues and questions associated with global work; and in broad terms decide what parts of the work cy”
Why are companies offshoring innovation? The emerging global race for talent (2009, background): “For instance, Lewin and Peeters (2006a), Maskell, et al.”
Creating Value through Offshore Outsourcing: An Integrative Framework (2013, unknown): “On the other hand, Lewin and Peeters (2006) find that organizational benefits from offshoring for the client companies often exceed the initial expectations.”
The Handbook of Global Outsourcing and Offshoring (2009, background): “1, originated by Lewin and Peeters (2006), depicts the results of their survey of 90 companies among 650 US Forbes Global 2000 companies with regard to the major functions offshored at that time.”
A Dynamic Perspective on Next-Generation Offshoring: The Global Sourcing of Science and Engineering Talent (2008, background): “Accessing pools of highly skilled talent around the world (Bunyaratavej et al., 2007; Deloitte, 2004; Farrell et al., 2006; Lewin & Couto, 2007; Lewin & Peeters, 2006) has emerged as a new key strategic driver.”
Digitisation, ‘Big Data’ and the transformation of accounting information (2014, unknown): “…for accounting work, or the UK and the South African institutional environments for legal services, and even then there is a learning curve for client and service provider in how far work involving end customer interaction and higher value can be outsourced (Lewin and Peeters 2006, Maelah et al .”
Service, services and products: rethinking operations strategy (2009, background): “Developed economies are doing less and less commodity-like manufacturing and are increasingly off-shoring services (Lewin and Peeters, 2006) and some argue that there is irreversible commoditization of business processes (Davenport, 2005).”
Institutional and strategic operations perspectives on manufacturing reshoring (2016, background): “Literature suggest this was initially motivated by a cost-cutter strategy (Lewin and Peeters 2006) with firms seeking low-cost labour and input materials while accessing new markets (Lyles and Park 2013).”