Managing Risks in Offshore Outsourcing Relationships with China: A Relational View

<p>Over the past two decades, offshore outsourcing to emerging economies, such as China, has been viewed by firms as an efficient way to gain competitive advantage. Literature indicates that offshore outsourcing can enhance firms’ competitiveness and efficiency by reducing costs, expanding relational ties, freeing up scarce resources, and leveraging capabilities. However, the research relating to risk management of offshore outsourcing relationships has not been widely reflected in extant literature. This study addresses this research gap by developing a conceptual model that examines the association between management approaches and the risks in offshore outsourcing relationships. This study applies two types of risks being relational risk and performance risk, as dependent variables. Based on social exchange theory and transaction cost theory, this study proposes two management approaches to minimise risks in offshore outsourcing relationships, which are the relational approach and the transactional approach. Empirical testing of the conceptual model employed a quantitative approach using an online survey of 41 managers from Australia and New Zealand. The survey data was analysed using a multiple regression technique, which revealed four valuable findings. Firstly, a higher level of relational risk leads to a higher level of performance risk. Secondly, the relational approach, based on interdependence of outsourcing exchange firms, can reduce performance risk. Thirdly, an increased level of relationship-specific investments contributes to the rise of performance risk. More importantly, the survey results show that relational risk plays a mediating role between relational factors and performance risk. This study recommends that offshore outsourcing firms employ the relational approach to manage performance risk. The mediating role of relational risk also indicates that firms should not just concentrate on minimising the performance risks of offshore outsourcing relationships, but should also manage relational risks due to uncooperative behaviours such as opportunism.</p>

Managing Risks in Offshore Outsourcing Relationships with China: A Relational View

<p>Over the past two decades, offshore outsourcing to emerging economies, such as China, has been viewed by firms as an efficient way to gain competitive advantage. Literature indicates that offshore outsourcing can enhance firms’ competitiveness and efficiency by reducing costs, expanding relational ties, freeing up scarce resources, and leveraging capabilities. However, the research relating to risk management of offshore outsourcing relationships has not been widely reflected in extant literature. This study addresses this research gap by developing a conceptual model that examines the association between management approaches and the risks in offshore outsourcing relationships. This study applies two types of risks being relational risk and performance risk, as dependent variables. Based on social exchange theory and transaction cost theory, this study proposes two management approaches to minimise risks in offshore outsourcing relationships, which are the relational approach and the transactional approach. Empirical testing of the conceptual model employed a quantitative approach using an online survey of 41 managers from Australia and New Zealand. The survey data was analysed using a multiple regression technique, which revealed four valuable findings. Firstly, a higher level of relational risk leads to a higher level of performance risk. Secondly, the relational approach, based on interdependence of outsourcing exchange firms, can reduce performance risk. Thirdly, an increased level of relationship-specific investments contributes to the rise of performance risk. More importantly, the survey results show that relational risk plays a mediating role between relational factors and performance risk. This study recommends that offshore outsourcing firms employ the relational approach to manage performance risk. The mediating role of relational risk also indicates that firms should not just concentrate on minimising the performance risks of offshore outsourcing relationships, but should also manage relational risks due to uncooperative behaviours such as opportunism.</p>

Multi-Criteria Decision Making Model for Application Maintenance Offshoring Using Analytic Hierarchy Process

The phenomenon of Global Software Development (GSD) has attracted the interest of businesses all over the world. It brings together partners from various national and corporate cultures to develop applications with numerous advantages, including access to a vast labor pool, cost savings, and round the clock growth. GSD, on the other hand, is technologically and organizationally diverse and poses a number of obstacles for the development team, such as geographical distance, cultural differences, communication and language barriers. Global services are provided by selecting one of the suitable global delivery options, i.e., the onshore model, nearshore model or offshore model. Experts typically choose one of the models based on the nature of the project and the needs of the customer. However, the vendors and clients lack an adequate decision support system that can assist them in making suitable sourcing decisions. Therefore, the current study presents a Multi-Criteria Decision Making (MCDM) model for offshore outsourcing decisions of application maintenance. To achieve our target, two systematic literature reviews were conducted that explored a list of 15 influencing factors. The identified factors were further evaluated in the outsourcing industry by performing an empirical study that resulted in a list of 10 critical success factors. We propose a sourcing framework based on the critical success factors that can assist decision makers in adopting a suitable sourcing strategy for the offshore outsourcing of application maintenance. In order to further enhance the decision-making process, the MCDM model is developed based on the Analytic Hierarchy Process (AHP). The MCDM model is evaluated with three case studies in highly reputable international companies, including IBM Stockholm, Sweden, Vattenfall AB, Stockholm, Sweden and a London based company in the United Kingdom. The outcomes of these case studies are further reviewed and validated by the outsourcing specialists in other firms. The proposed model is used as a decision support system that determines the ranking of sourcing alternatives and suggests the most suitable option for application maintenance offshoring.

Offshore outsourcing of R&D to emerging markets: information systems as tools of neo-colonial control

Purpose This paper analyzes how information systems (IS) can serve as tools of neo-colonial control in offshore outsourcing of research and development work. It draws on critical work examining business and knowledge process outsourcing. Design/methodology/approach The paper reports an empirical study of how laboratory information management systems (LIMS) shape offshore outsourcing practices involving Western client firms and Indian contract research organizations (CROs) in the pharmaceutical industry. The study adopted a multi-actor perspective, involving interviews with representatives of Western clients, Indian CROs, system validation auditors, and software vendors. The analysis was iterative and interpretative, guided by postcolonial sensitivity to themes of power and control. Findings The study found that LIMS act as tools of neo-colonial control at three levels. As Western clients specify particular brands of LIMS, they create a hierarchy among local CROs and impact the development of the local LIMS industry. At inter-organizational level, LIMS shape relationships by allowing remote, real-time and retrospective surveillance of CROs’ work. At individual level, the ability of LIMS to support micro-modularizing of research leads to routinization of scientific discovery, negatively impacting scientists’ work satisfaction. Originality/value By examining multiple actors’ perceptions of IS, this paper looks beyond the rhetoric of system efficiency characteristic of most international business research. As it explores dynamics of power and control surrounding IS, it also questions the proposition that outsourcing of high-end work will move emerging economies upstream in the value chain.

Offshore outsourcing of innovation by SMEs: a 4F perspective of governance

Purpose This study aims to investigate how contract complexity and relational trust could impact offshore outsourcing innovation (OOI) performance of small and medium enterprises (SMEs). This study further examines the moderating effects of knowledge routines and joint actions on the relationships between contract complexity, as well as relational trust and OOI performance. Design/methodology/approach The empirical investigation extends transaction cost economics and the relational view of buyer-supplier dyads in the context of offshore outsourcing SMEs. To test the hypotheses, the authors collected and analysed survey data from 200 European manufacturing SMEs that have existing offshore supplier relationships. Findings The results suggest that both complex contracts and relational trust as governance structures positively affect SMEs’ OOI performance. Additionally, while both formal knowledge routines and joint actions help strengthen the relationship between complex contracts and OOI, they showed no significant moderating effect on the relationship between relational trust and OOI. Furthermore, based on the results, the authors also develop a governance framework covering four configurations – fit, firm, flexible and fragile (4F). Originality/value The 4F governance scenarios – fit, firm, flexible and fragile – introduced in this study emphasise the need for a combination of contract complexity and relational trust mechanisms in OOI relationships. The 4F labelling has rich implications for practitioners on how interfirm outsourcing innovation relationships can be managed based on configurations of contractual and relational governance. The study also adds to the understanding of how SMEs’ specific characteristics (e.g. resource shortcomings and flexibility) may influence their OOI decisions in comparison with large firms.

A framework for reducing greenhouse gas (GHG) emissions through carbon pricing for offshore outsourcing

Reducing supply chain costs is a primary concern of every organization. Organizations have implemented offshore outsourcing as an effective strategy towards reducing supply chain costs. However, neither government nor corporate organizations have sufficiently taken into account the effects of this strategy on global greenhouse gas (GHG) emissions. The purpose of this research is to analyze the impact of offshore outsourcing on global GHG emissions, and the effect of changes in fuel prices in addition to a carbon price on additional emissions on supply chain costs. The purpose is supported by five key objectives. The objectives are addressed through a systematic methodology. The analysis is supported by a literature review, and the development and testing of mathematical models. Finally, a framework to reduce global GHG emissions through a carbon price on differential emissions from manufacturing and additional emissions from international transportation is proposed. The findings suggest that offshore outsourcing has increased global emissions. The fuel prices are increasing at a rate higher than the overall rate. A carbon price on excess emissions due to outsourcing coupled with increasing fuel prices impacts supply chain costs adversely and leads to bigger lot-sizes. As an illustration at the national level, the framework showed that emissions for the USA increased by about 20% for every year between 2007 and 2010. As another example from a corporate organization, the net profit (profit after tax) for Wal-Mart was reduced by about 19% for 2006 due to a carbon price on manufacturing emissions alone. The suggested framework is a major contribution for quantifying the extent of changes in the emissions due to offshore outsourcing and the value of these emissions at a prevailing rate of carbon tax in North America. It is intended to provide a basis for reducing emissions and costs from global supply chains. The proposed framework provides a level playing field to manufacturers in different countries using different technologies, provides incentives to organizations for manufacturing in locations where net emissions are low, helps national governments determine how they can generate revenue for dealing with emissions, and, most importantly, aids in reducing overall global GHG emissions.

A framework for reducing greenhouse gas (GHG) emissions through carbon pricing for offshore outsourcing

Reducing supply chain costs is a primary concern of every organization. Organizations have implemented offshore outsourcing as an effective strategy towards reducing supply chain costs. However, neither government nor corporate organizations have sufficiently taken into account the effects of this strategy on global greenhouse gas (GHG) emissions. The purpose of this research is to analyze the impact of offshore outsourcing on global GHG emissions, and the effect of changes in fuel prices in addition to a carbon price on additional emissions on supply chain costs. The purpose is supported by five key objectives. The objectives are addressed through a systematic methodology. The analysis is supported by a literature review, and the development and testing of mathematical models. Finally, a framework to reduce global GHG emissions through a carbon price on differential emissions from manufacturing and additional emissions from international transportation is proposed. The findings suggest that offshore outsourcing has increased global emissions. The fuel prices are increasing at a rate higher than the overall rate. A carbon price on excess emissions due to outsourcing coupled with increasing fuel prices impacts supply chain costs adversely and leads to bigger lot-sizes. As an illustration at the national level, the framework showed that emissions for the USA increased by about 20% for every year between 2007 and 2010. As another example from a corporate organization, the net profit (profit after tax) for Wal-Mart was reduced by about 19% for 2006 due to a carbon price on manufacturing emissions alone. The suggested framework is a major contribution for quantifying the extent of changes in the emissions due to offshore outsourcing and the value of these emissions at a prevailing rate of carbon tax in North America. It is intended to provide a basis for reducing emissions and costs from global supply chains. The proposed framework provides a level playing field to manufacturers in different countries using different technologies, provides incentives to organizations for manufacturing in locations where net emissions are low, helps national governments determine how they can generate revenue for dealing with emissions, and, most importantly, aids in reducing overall global GHG emissions.

Intellectual property in global software development: risks, laws and strategies in BRICS and Brazil

The objective of this work was to point out risks, laws, solutions, and strategies for the protection of Intellectual Property in Global Software Development in BRICS and to identify the bottlenecks of this service, with focus in this service in Brazil. The work was carried out in three stages: (a) a literature review was systematized on Global Software Development Offshore Outsourcing (DGSOO); (b) evaluation of legislation of personal data and software protection; (c) survey with specialists of the Information Technology companies in Brazil. Companies that operate offering this service are usually located in different countries with different law and procedures, and this makes the service of risk for intellectual property rights. The group BRICS is involved in this type of service. However, the challenge for this type of service is to maintain gains without losing the intellectual property rights protection. Due to the ubiquitous nature of software in today's business environment, a DGSOO project needs to have its intellectual property protected, so that the risks of failure are minimized, and the benefits achieved. The greatest occurrences were found for the capacity to develop DGSOO projects and contracts, evidenced by the percentage of contracts finalized with delivery. Most contracts cover intellectual property clauses. The projects are mostly contracted in the software analysis stage and with confidential information, and yet 26.3% of contracts have problems with 1 to 10 projects per year; 5.3% have problems in 11 to 50 projects per year.