A Dynamic Perspective on Next-Generation Offshoring: The Global Sourcing of Science and Engineering Talent

By S. Manning, Silvia Massini, Arie Y. Lewin. 2008

538 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f955c5bf634056823b522aa9653d913ea8ca1587

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Co-evolution of global sourcing: The need to understand the underlying mechanisms of firm-decisions to offshore (2011, background): “In recent years, however, as companies learn the reality that ‘‘labor arbitrage’’ is a short term benefit, they increasingly offshore for more strategic reasons, such as to increase organizational flexibility (Volberda, 1996), local absorptive capacity (Volberda, Foss, & Lyles, 2010), and to access ”
Offshoring of R&D: Looking abroad to improve innovation performance (2011, background): “R&D offshoring provides firms with an opportunity to gain access to highly skilled engineering and analytical talent, particularly when these resources may be hard to find within their national borders (even in European and US innovation hub cities) (Lewin et al., 2009; Manning et al., 2008).”
Incorporating the macro view in global talent management (2015, background): “There is a wide variation in how GTM is defined (Aston & Morton, 2005; Collings, 2014; McDonnell, 2008; Scullion, Collings, & Caligiuri, 2010), which has contributed to a lack of clarity regarding its overall goals (Lewis & Heckman, 2006; McDonnell, Collings, & Burgess, 2012; Tarique & Schuler,…”
From global to local: reshoring for sustainability (2016, background): “…firms to offshore to predominantly developing countries where low labour and raw material costs have provided substantial savings (Tate et al. 2014), as well as access to resources, technology, skills and knowledge (Elia et al. 2014; Jahns et al. 2006, Lewin et al. 2009; Manning et al. 2008).”
INTRODUCTIONOffshoring administrative and technical work: New fields for understanding the global enterprise (2009, background): “talent can develop ‘‘along the way’’ (Manning et al., 2008).”
R&D Offshoring and the Productivity Growth of European Regions (2012, unknown): “…to filling this gap by assessing to what extent the pro- 1See for example, Cantwell (1995); Kuemmerle (1999); Patel and Vega (1999); von Zedtwitz and Gassmann (2002); Le Bas and Sierra (2002); Narula and Zanfei (2005); Manning et al. (2008); Dunning and Lundan (2009); Ambos and Ambos (2011).”
The Emergence of China and India as New Competitors in MNCs' Innovation Networks (2009, background): “Several studies provide evidence for an evolutionary ‘upgrading’ from ‘offshoring of commodity services’ towards higher value ‘innovation offshoring’ of selected parts of the R&D value chain (Couto et al. 2006; Lewin & Couto 2007; Lewin et al. 2008; Manning et al. 2008; Maskell et al. 2006).”
Creating Value through Offshore Outsourcing: An Integrative Framework (2013, unknown): “…is an organizational design issue which encompasses both ends of the firm's value chain and the need to explore firm-specific mechanisms that create value by offsetting the complexities and uncertainties associated with the process (Kumar et al., 2009; Larsen et al., 2012;Manning et al., 2008).”