Understanding offshoring: A research framework based on disintegration, location and externalization advantages

By Ben L. Kedia, D. Mukherjee. 2009

361 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b716e85bb6ffc68db88cc3fca3d21946d92f4336

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Creating Value through Offshore Outsourcing: An Integrative Framework (2013, neutral): “Our framework goes beyond the DLE framework (Kedia and Mukherjee, 2009) by conceptualizing the phenomenon of offshore outsourcing as a set of strategic actions that help firms reconfigure, acquire, and modify their organizational structure and ultimately their resource bases to keep pace with…”
Prior to reshoring: A duration analysis of foreign manufacturing ventures (2015, background): “Manufacturing offshoring has emerged as one of the most common and effective strategies in the last thirty years (da Silveira, 2014; Kedia and Mukherjee, 2009; Ferdows, 1997).”
Institutions, resources, and internationalization of emerging economy firms (2014, neutral): “Serving multiple clients in remote locations is often more difficult than serving them from within host countries (Kedia & Mukherjee, 2009).”
The impact of R&D offshoring on the home knowledge production of OECD investing regions (2012, background): “In addition, we focus on the type of R&D offshoring which Kotabe and Murray (2003: 9) call “offshore subsidiary sourcing”—others have referred to the phenomena as “captive outsourcing” (e.g., Kedia and Mukherjee, 2008; Lewin, Massini and Peeters, 2009).”
Offshoring innovation to emerging markets: Organizational control and informal institutional distance (2014, background): “Second, scholars have argued that greater attention needs to be given to the impact of institutional-level factors on the strategic investment decisions of MNEs that choose to offshore innovation (Kedia & Mukherjee, 2009).”
Offshoring of R&D: Looking abroad to improve innovation performance (2011, background): “In line with other international business scholars (Kedia & Mukherjee, 2009; Lewin et al., 2009; Mudambi, 2008; UNCTAD, Journal of International Business Studies 2004), we consider two models of governance: through affiliate firms abroad (captive offshoring), and through arm’s length relationships…”
Re-Conceptualizing Bartlett and Ghoshal's Classification of National Subsidiary Roles in the Multinational Enterprise (2011, neutral): “difficult (Dicken, 2007; Kedia and Mukherjee, 2009; McLaren, 2000; Mudambi, 2008).”