International outsourcing of services: A partnership model

By Ben L. Kedia, Somnath Lahiri. 2007

257 citations recorded by the source corpus.

Subfields: Management Information Systems, Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/9e6f41e400d2fb610a6c558b2b719af69f265d85

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

In Marketing

In Organizational Behavior and Human Resource Management

Citations in the corpus

Offshore outsourcing as a source of international competitiveness for SMEs (2009, background): “Notwithstanding significant recent theoretical research on offshore outsourcing (Bunyaratavej, Hahn, & Doh, 2007; Kedia & Lahiri, 2007 ), a dearth of empirical research in international business has yielded limited findings that sometimes diverge from conventional wisdom and theory.”
Offshoring of R&D: Looking abroad to improve innovation performance (2011, unknown): “Interest in offshoring has recently stimulated significant research efforts (e.g., Bertrand, 2010; Di Gregorio, Musteen, & Thomas, 2009; Doh, Bunyaratavej, & Hahn, 2009; Griffith, Harmancioglu, & Droge, 2009; Kedia & Lahiri, 2007; Naghavi & Ottaviano, 2009).”
Toward a learning-based view of internationalization: The accelerated trajectories of cross-border learning for latecomers (2010, background): “In this sense, TVP has two learning implications, one for largely shortterm and cost-saving exploitative value, and one for primarily long-term and value-creating exploratory value (cf. Kedia and Lahiri, 2007; Sakakibara, 1997).”
30+ years of research and practice of outsourcing – Exploring the past and anticipating the future (2009, unknown): “Yet, another decade later it was already referred to by 3 Similarly from the perspective of managing outsourcing relations Kedia and Lahiri (2007) distinguish the development into three generations.”
Creating Value through Offshore Outsourcing: An Integrative Framework (2013, unknown): “Offshoring partnerships can be important conduits of organizational learning for focal firms (Kedia and Lahiri, 2007).”
A Dynamic Perspective on Next-Generation Offshoring: The Global Sourcing of Science and Engineering Talent (2008, background): “In parallel, Indian companies such as Wipro and Infosys have become experienced in providing IT and business process services to clients across industries (e.g., Athreye, 2005; Kedia & Lahiri, 2007), which has further attracted foreign investors.”