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development. Most recently, the ORN project has positioned itself as a research project focusing on studying companies in their transition to globalizing their business functions, processes and administrative services. Offshoring is understood as an intermediary step towards evolving new global organizational capabilities rather than an end in itself.
1352:
E.g. Lewin, A.Y. et al. (2009) Why companies are offshoring innovation? The emerging global race for talent. Journal of
International Business (forthcoming); Lewin, A.Y. & Peeters, C. (2006) The Top-Line Allure of Offshoring. Harvard Business Review, 84(3), p.22-24; Lewin, A.Y. & Peeters, C.
1342:
See e.g. Dossani, R.; Kenney, M. (2007) The next wave of globalization: relocating service provision to India. World
Development, 35(5), p. 772-791. ; Doh, J.P. et al. (2009) Separable But Not Equal: The Location Determinants of Discrete Offshoring Activities. Journal of International Business
779:
Whether offshoring is primarily driven by costs, by the global search for talent or a combination of both has been widely debated. Some scholars argue that science and engineering degrees in India and other emerging economies are, on average, not yet compatible with degrees in the U.S. and
Western
902:
in a way that help them survive in a changing, competitive environment. As companies face various challenges related to offshoring, for example the challenge of attracting and retaining talent, or of losing managerial control and process knowledge, they are forced to develop new capabilities that
874:
Recent studies further indicate that these clusters increasingly show similar institutional features across the world, such as collaborative agreements between foreign firms and local universities, which are a result of local embedding and sourcing strategies of multinational enterprises across
768:
While the ORN surveys confirm the importance of costs, they also reveal that companies use offshoring as a means to access talent pools outside their home countries, in particular for higher-skilled work. This trend has been explained by an increasing supply of science and engineering talent in
870:
These new types of clusters are highly dependent on foreign investment and are characterized by the supply of specialized talent and expertise that is demanded across industries. One key example of such a cluster is
Bangalore for IT-related services and software programmers who have developed
878:
The ORN research team has started to conduct survey- and case study-based research to better understand the development of these clusters. A very recent project, for example, seeks to investigate the emergence of new IT and software development clusters in Latin
America which attract foreign
183:
The findings from the annual research surveys have shifted the focus of ORN research over time. After its initial orientation to offshoring white-collar work, the ORN project has put more emphasis on the global search for talent and offshoring of higher-skilled tasks, in particular product
797:
of higher-skilled work allowing for the use of less qualified personnel for lower costs. According to ORN studies, the search for talent and cost considerations therefore depend on changes in technology, education policies, firm capabilities and economic conditions.
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of location choices and the delivery of offshore services from particular locations. Other scholars have also looked into the emergence of offshore destinations, in particular in India, and the factors contributing to the selection of locations by investors.
764:
A key ORN finding is the increasing importance of access to qualified personnel as a driver of offshoring decisions. Most scholars have argued that offshoring is primarily driven by opportunities to reduce labor costs and by labor arbitrage effects.
1124:, Vol. 97.1, p. 13-25.; Farrell, D. et al. (2006) Sizing the Emerging Global Labor Market: Rational Behavior from Both Companies and Countries Can Help It Work More Efficiently. Academy of Management Perspectives 20.4, p.23-34.
1081:
See e.g. Blinder, A. S. (2006). Offshoring: The next industrial revolution? Foreign
Affairs, 85(2), p. 113–128; Levy, D.M. (2005). Offshoring in the new global political economy. Journal of Management Studies, 42 (3), p.
1331:
Manning, S.; Ricart J.-E.; Rosatti Rique, M.S.; Lewin, A.Y. (2010) From Blind Spots to
Hotspots: How Knowledge Services Clusters Develop and Attract Foreign Investment. Journal of International Management, 16(4), p.
1102:
Saxenian, AL (2005) From Brain Drain to Brain
Circulation: Transnational Communities and Regional Upgrading in India and China. Studies in Comparative International Development, 40.2, p. 35-61;
146:
180:. Dr. Arie Y. Lewin, Professor of Strategy and International Business and Director of Duke CIBER, was the initiator and has been the Lead Principal Investigator of the ORN project.
1092:
Manning et al. (2008) A Dynamic
Perspective on Next-Generation Offshoring: The Global Sourcing of Science and Engineering Talent, Academy of Management Perspectives 22.3, p.35-54.
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Manning et al. (2008) A Dynamic
Perspective on Next-Generation Offshoring: The Global Sourcing of Science and Engineering Talent Academy of Management Perspectives 22.3, p.35-54.
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Manning et al. (2008) A Dynamic Perspective on Next-Generation Offshoring: The Global Sourcing of Science and Engineering Talent Academy of Management Perspectives 22.3, p.35-54.
895:
One key proposition raised by the ORN research team is that offshoring is an intermediary step to evolving new global organizational capabilities rather than an end in itself.
1037:
Manning et al. (2008) A Dynamic Perspective on Next-Generation Offshoring: The Global Sourcing of Science and Engineering Talent, Academy of Management Perspectives 22.3, p. 39.
772:
It is further reinforced by restrictive visa policies in the U.S. and incentives for foreign graduates to return to their home countries, a recent phenomenon referred to as
1312:
Bresnahan, T. et al. (2001) 'Old Economy' Inputs for 'New Economy' Outcomes: Cluster Formation in the New Silicon Valleys. Industrial and Corporate Change, 10(4), 835-860.
331:
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However, foreign client firms sometimes respond to that challenge by setting up complex collaborations with local universities to secure access to qualified personnel.
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business functions or processes supporting home-based or global operations from a foreign country, either through wholly owned organizational units (captive offshoring/
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This trend is increasingly being discussed in the academic and practitioner-oriented literature. The economist Alan Blinder argues that technical processes, such as
1413:
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specialized service capabilities, which are in demand worldwide in several different industries, including manufacturing, financial and professional services.
927:, and the European Group for Organizational Studies. ORN research papers have been or will be published in a number of major journals in this field, including
1242:
SSRN-Securing Access to Lower-Cost Talent Globally: The Dynamics of Active Embedding and Field Structuration by Stephan Manning, Joerg Sydow, Arnold Windeler
1303:
Porter, M. (2000) Location, Competition, and Economic Development: Local Clusters in a Global Economy. Economic Development Quarterly, Vol. 14(1), p. 15-34.
1167:"Emerging giants, aspiring multinationals and foreign executives: Leapfrogging, capability building, and competing with developed country multinationals"
939:
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One major factor contributing to recent offshoring and outsourcing trends is the emergence of new geographic knowledge services clusters. In general,
1276:
Lewin, A.Y., Peeters, C. (2006) Offshoring Work: Business Hype or the Onset of Fundamental Transformation? Long Range Planning, Vol 39.3, p. 221-239.
1321:
See also Athreye, S.S. (2005) The Indian software industry and its evolving service capability. Industrial and Corporate Change, 14(3), p. 393-418.
1294:
Brusoni, S. (2005) The Limits to Specialization: Problem Solving and Coordination in 'Modular Networks' Organization Studies 26(12), p. 1885-1907.
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In the offshoring space, a new type of cluster is emerging, quite different from , which often serves as a prototype of an industry cluster.
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Europe. Therefore, the supply of qualified talent in emerging economies is more limited than often argued in the business press.
237:
Prof. Arie Y. Lewin, Dr. Carine Peeters (2004–2006), Dr. Stephan Manning (2006–2009), Dr. Nidthida Perm-Ajchariyawong (Since 2008)
1198:"Typologies: What types of foreign executives are appointed by local organisations and what types of organisations appoint them?"
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1353:(2006) Offshoring Work: Business Hype or the Onset of Fundamental Transformation? Long Range Planning, Vol 39.3, p. 221-239;
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Other researchers argue that knowledge-intensive tasks remain difficult to decompose because of the complex and often
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In general, organizational capabilities denote the ability of organizations – in this case firms – to deploy and use
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can be defined as geographic concentrations of firms and institutions related to particular industries or fields.
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emerging economies, e.g., India, and the increasing difficulty of finding talent in the U.S. and Western Europe.
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The ORN project was launched in 2004 by the Center for International Business Education and Research (CIBER) at
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See e.g. Blinder, A. S. (2006). Offshoring: The next industrial revolution? Foreign Affairs, 85(2), p. 113–128
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is an international network of researchers and practitioners studying organizations in their transition to
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A longer-term project involves the identification of knowledge service clusters around the world, using a
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their business functions, processes and administrative services. The ORN conducts annual surveys tracking
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helps decompose and separate technical processes which can then be undertaken and coordinated remotely.
1136:"Foreign executives in local organisations: An exploration of differences to other types of expatriates"
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Getting the Numbers Right: International Engineering Education in the United States, China, and India
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strategies, drivers, concrete implementations and plans across all business functions and processes.
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Research papers based on ORN data have been presented at major academic conferences in the field of
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help them manage offshore operations and that fundamentally transform their internal processes.
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German Journal of Research in Human Resource Management / Zeitschrift für Personalforschung
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Founding Member of the ORN Best Practices Institute and European Corporate Client Survey
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Some Asian companies, for example, have recently hired a number of Western managers.
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OECD (2008) The Global Competition for Talent: Mobility of the Highly Skilled. Paris.
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Heijmen et al. (2009) Offshoring Reaches the C-Suite 2007/8 ORN Survey Report.
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and engineering support, are becoming easy to offshore because advanced
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The ORN surveys reveal that more and more firms are offshoring
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International Association of Outsourcing Professionals (IAOP)
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Corporate Client Survey (2006), Service Provider Survey (2007)
662:, ITAA, Quickstart Global, Sonnenschein Nath & Rosenthal
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Offshoring, according to the ORN, refers to the process of
706:
3rd Annual International Research Conference on Offshoring
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Arp, Frithjof; Hutchings, Kate; Smith, Wendy A. (2013).
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Center for International Business Education and Research
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International Association of Outsourcing Professionals
826:. Previously, offshoring was mainly associated with
274:, Center for Strategic Management and Globalization
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879:investors from Spain and the U.S. in particular.
332:Solvay Brussels School of Economics and Management
301:Rotterdam School of Management, Erasmus University
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678:Academic conferences and associated activities
642:Software Information and Industry Association
789:Also, recent studies suggest a trend towards
532:Prof. Takahiro Fujimoto, Prof. Youngwon Park
427:, Centre for Industry and Innovation Studies
8:
619:Service Provider Survey, Academic Conference
295:Prof. Torben Pedersen, Prof. Bent Petersen
1369:Offshoring Research Network (ORN) homepage
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940:Journal of International Business Studies
448:Prof. Stephen Chen; Prof. Oscar Hauptman
391:WHU – Otto Beisheim School of Management
106:Clients mainly from US and Western Europe
116:Across industries and business functions
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1029:
1414:Research and development organizations
891:New global organizational capabilities
856:Geographic knowledge services clusters
852:involved in carrying out these tasks.
15:
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1429:International business organizations
746:University of Maryland, College Park
1048:Homepage of Professor Arie Y. Lewin
421:University of Newcastle (Australia)
1394:CIBERweb: Information about CIBERs
979:Information technology outsourcing
934:Academy of Management Perspectives
828:Information Technology Outsourcing
14:
925:Academy of International Business
160:) or external service providers (
67:From Western Europe and Australia
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718:Florida International University
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629:Enterprise Software Roundtable
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168:History and current objectives
1:
984:Knowledge process outsourcing
423:, Newcastle Business School;
245:, Manchester Business School
959:Business process outsourcing
754:University of North Carolina
591:U.S. Corporate Client Survey
425:University of Western Sydney
214:The Fuqua School of Business
178:The Fuqua School of Business
143:The Fuqua School of Business
802:Globalization of innovation
124:Offshoring Research Network
104:Service providers globally
19:Offshoring Research Network
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1217:10.1177/239700221302700302
1140:Journal of Global Mobility
1114:Gereffi, G. et al. (2008)
272:Copenhagen Business School
1171:Human Resource Management
989:Legal process outsourcing
734:University of Connecticut
726:Michigan State University
557:Archstone Consulting LLP
78:offshoring.fuqua.duke.edu
1152:10.1108/JGM-01-2013-0006
824:research and development
760:Global search for talent
476:Prof. Christiane Prange
243:University of Manchester
233:2004 (Initiating School)
56:Fuqua School of Business
1019:Supply chain management
946:Harvard Business Review
691:Service Provider Survey
665:Service Provider Survey
645:Service Provider Survey
632:Service Provider Survey
560:Corporate Client Survey
100:Origin of participants:
1343:Studies (Forthcoming).
1196:Arp, Frithjof (2013).
1165:Arp, Frithjof (2014).
917:international business
843:information technology
602:PricewaterhouseCoopers
504:Prof. Geon-Cheol Shin
454:EMLYON Business School
414:Thomas Hutzschenreuter
137:The ORN is managed by
1389:ORN Group on LinkedIN
921:Academy of Management
750:University of Memphis
549:Sponsored activities
386:Prof. Joan E. Ricart
360:University of Navarra
354:Prof. Carine Peeters
266:Prof. Silvia Massini
63:Partner universities:
39:Prof. Arie Y. Lewin (
1384:The Conference Board
994:Offshore outsourcing
812:software development
742:University of Kansas
738:University of Hawaii
587:The Conference Board
482:Kyung Hee University
364:IESE Business School
162:offshore outsourcing
90:No. of participants:
1244:. Papers.ssrn.com.
929:Long Range Planning
675:University CIBERs
571:Booz Allen Hamilton
539:Sponsoring partners
510:University of Tokyo
884:longitudinal study
832:business processes
722:Indiana University
195:University/school
1374:ORN Group on XING
1183:10.1002/hrm.21610
907:Academic research
862:business clusters
774:brain circulation
730:Temple University
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688:Great Idea
495:South Korea
314:Netherlands
128:globalizing
49:Managed by:
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1403:Categories
1071:Great Idea
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740:at Manoa,
682:Since 2007
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595:Since 2007
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439:Australia
149:(CIBER).
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