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Offshoring: The Transition From Economic Drivers Toward Strategic Global Partnership and 24-Hour Knowledge Factory
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Author(s): Amar Gupta (University of Arizona, USA), Satwik Seshasai (International Business Machines (IBM) Corp., and Massachusetts Institute of Technology, USA), Sourav Mukherji (The Indian Institute of Management, Bangalore, India)and Auroop Ganguly (Oak Ridge National Laboratory, USA)
Copyright: 2008
Pages: 8
Source title:
Global Information Technologies: Concepts, Methodologies, Tools, and Applications
Source Author(s)/Editor(s): Felix B. Tan (Auckland University of Technology, New Zealand)
DOI: 10.4018/978-1-59904-939-7.ch259
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Abstract
The changing economic and labor conditions have motivated firms to outsource professional services activities to skilled personnel in less expensive labor markets. This offshoring phenomenon is studied from a political, economic, technological and strategic perspective. Next, an analytical model is developed for achieving strategic advantage from offshoring based on global partnerships. The model studies the impact of offshoring with respect to the complexity and strategic nature of the tasks and presents a decision strategy for obtaining value through offshoring of increasingly complex tasks. The result is an integrated “24-hour knowledge factory” that is based on a sustainable global model rather than a short term fiscal model. This 24-hour paradigm embodies the shift-style workforce that evolved for the manufacturing sector during the Industrial Revolution and relies on a set of critical success factors in the current environment. A case example is provided from IBM to illustrate these underlying critical success factors.
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