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Learning by supplying

Alcácer, Juan; Oxley, Joanne E. - In: Strategic management journal 35 (2014) 2, pp. 204-223

Persistent link: https://www.econbiz.de/10010239041

Capabilities as shift parameters for the outsourcing decision

Jain, Amit; Thiétart, Raymond-Alain - In: Strategic management journal 35 (2014) 12, pp. 1881-1890

Persistent link: https://www.econbiz.de/10010464160

Implications of internal organization structure for firm boundaries

Weigelt, Carmen; Miller, Douglas J. - In: Strategic management journal 34 (2013) 12, pp. 1411-1434

Persistent link: https://www.econbiz.de/10010208468

Agency, structure, and the dominance of OEMs : change and stability in the automotive sector

Jacobides, Michael G.; Macduffie, John Paul; Tae, C. … - In: Strategic management journal 37 (2016) 9, pp. 1942-1967

Persistent link: https://www.econbiz.de/10011576513

Demand-side strategy, relational advantage, and partner-driven corporate scope : the case for client-led diversification

Mawdsley, John K.; Somaya, Deepak - In: Strategic management journal 39 (2018) 7, pp. 1834-1859

Persistent link: https://www.econbiz.de/10011973517

Outsourcing, occupational restructuring, and employee well-being: Is there a silver lining?

Böckerman, Petri; Maliranta, Mika - Elinkeinoelämän Tutkimuslaitos (ETLA) - 2012

This paper explores the effects of outsourcing on employee well-being through the use of the Finnish linked employer …-employee data. The direct negative effect of outsourcing is attributable to greater job destruction and worker outflow. In terms of … perceived well-being, the winners in international outsourcing are those who are capable of performing interactive tasks (i …

Persistent link: https://www.econbiz.de/10010987191

Will production relocate from Asia to Finland? Case Bicycle (in Finnish with English abstract and summary)

Kalm, Matias; Seppälä, Timo - Elinkeinoelämän Tutkimuslaitos (ETLA) - 2012

produced in Finland, and 58–59%, if the production is outsourced. In conclusion, the results show that outsourcing offshore is …, since the outsourcing partners create only 2% of the total value added. …

Persistent link: https://www.econbiz.de/10010987315

Offshore outsourcing and innovation capabilities in the supply base: evidence from software firms in Bangalore

Lema, Rasmus - In: International Journal of Technological Learning, … 7 (2014) 1, pp. 19-48

' - innovation in India. The findings challenge the predominant view about outsourcing and innovation capability in Indian software …

Persistent link: https://www.econbiz.de/10010944865

Global value chains in the automotive industry: an enhanced role for developing countries?

Sturgeon, Timothy J.; Biesebroeck, Johannes Van - In: International Journal of Technological Learning, … 4 (2011) 1/2/3, pp. 181-205

In this paper, we apply global value chain (GVC) analysis to recent trends in the global automotive industry. We focus on how the recent economic crisis has accelerated pre-crisis trends towards greater importance of the industry in the developing world. The regional structure of production in...

Persistent link: https://www.econbiz.de/10010669686

The offshore services value chain: upgrading trajectories in developing countries

Fernandez-Stark, Karina; Bamber, Penny; Gereffi, Gary - In: International Journal of Technological Learning, … 4 (2011) 1/2/3, pp. 206-234

This article analyses the offshore services industry using the global value chain approach. This industry has grown at a rapid pace over the last decade, driven principally by the search of businesses to reduce costs by unbundling and offshoring corporate services. This paper explores how...

Persistent link: https://www.econbiz.de/10010669687