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Offshoring: The Transition From Economic Drivers Toward Strategic Global Partnership and 24-Hour Knowledge Factory

Offshoring: The Transition From Economic Drivers Toward Strategic Global Partnership and 24-Hour Knowledge Factory

Amar Gupta, Satwik Seshasai, Sourav Mukherji, Auroop Ganguly
Copyright: © 2007 |Volume: 5 |Issue: 2 |Pages: 23
ISSN: 1539-2937|EISSN: 1539-2929|ISSN: 1539-2937|EISBN13: 9781615205257|EISSN: 1539-2929|DOI: 10.4018/jeco.2007040101
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MLA

Gupta, Amar, et al. "Offshoring: The Transition From Economic Drivers Toward Strategic Global Partnership and 24-Hour Knowledge Factory." JECO vol.5, no.2 2007: pp.1-23. http://doi.org/10.4018/jeco.2007040101

APA

Gupta, A., Seshasai, S., Mukherji, S., & Ganguly, A. (2007). Offshoring: The Transition From Economic Drivers Toward Strategic Global Partnership and 24-Hour Knowledge Factory. Journal of Electronic Commerce in Organizations (JECO), 5(2), 1-23. http://doi.org/10.4018/jeco.2007040101

Chicago

Gupta, Amar, et al. "Offshoring: The Transition From Economic Drivers Toward Strategic Global Partnership and 24-Hour Knowledge Factory," Journal of Electronic Commerce in Organizations (JECO) 5, no.2: 1-23. http://doi.org/10.4018/jeco.2007040101

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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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